| Commenting on the Chancellor’s Budget, Mark Beatson, chief economist for the CIPD, the professional body for HR and people development, said: |
| “The Government is right to cheer the rise in employment, but there are still some big questions that they have failed to answer on productivity. It’s astonishing that productivity wasn’t referenced even once in the Chancellor’s speech, and yet this is the biggest challenge that the economy and businesses face now. We need to understand how we can make more of our people, our assets and our infrastructure in order to boost business performance. We saw announcements in the Budget designed to encourage investment, but we saw little which will make a real difference to how UK employers develop workforce skills or use existing workforce skills effectively. There still isn’t a clear, coherent plan for productivity and, once again, skills are falling through the cracks. Unless we address the UK’s skills challenges, any short-term gains in the economy will be dashed by productivity shortfalls in the long-term. |
| “The increases to the national minimum wage and personal tax allowance threshold that we have seen this week are welcome, and we would like to see further increases in both during the next Parliament. However, if we are to ensure that incentives to work are optimised, the Government really needs to think about these alongside what it does about National Insurance contributions for employers and employees, as these have an impact on the hours that employees are offered, and on whether they qualify for pension contributions. |
| “There’s been positive news this week for young people, with the increase in the National Minimum Wage above the recommendations of the Low Pay Commission for apprenticeships. Better quality apprenticeships are what we need to get young people working, learning and earning, and there are signs we’re moving in the right direction on this.” |
wtorek, 7 kwietnia 2015
CIPD responds to Budget: 'Where was the Chancellor's commitment to productivity?'
Forget bonus culture and use behavioural science to boost employee motivation, says new CIPD report
| Reward specialists and HR professionals could significantly increase employee motivation with a better understanding of the science behind the impact of pay and reward on employee behaviour. That's according to new research by the CIPD, the professional body for HR and people development. |
| The report, ‘Show me the money! The Behavioural Science of Reward’, discusses how money may not be the straightforward workplace motivator we expect, and highlights how alternative approaches to reward may be more effective in increasing employees’ intrinsic motivation to succeed. By evolving the reward structure, organisations can take more control over the complex array of factors that determine their employees’ motivation and effectively enhance their business success. |
| According to the CIPD’s report, employees’ perceptions of rewards are defined by the circumstances in which they are received. For example, a bonus received during tough economic times will be perceived as having much greater value than the same reward given in times of prosperity. On the other hand, a bonus may be perceived as having less value if the recipient considers their own performance to be stronger than other employees who receive the same amount as part of a team reward. Given the tendency of people to overestimate their own abilities when performing familiar tasks such as those at work, reward and HR professionals need to be particularly wary of promoting a performance-based pay scheme to avoid disillusionment if employees’ rewards don’t match their expectations. |
| Jonny Gifford, Research Adviser at the CIPD, comments: “These are interesting and challenging times for reward specialists. We need to recognise employees when they go the extra mile and add increased value, but there are a number of behavioural factors that should be considered when shaping a reward programme. Crucially, we must acknowledge that monetary rewards aren’t everything and that they can even distort people’s motivation. For example, enticing the workforce with financial incentives and a strong bonus culture can lead to unwanted, risky and even unethical behaviours. Equally, because we tend to overestimate our ability as individuals, many if not most people find performance-based pay attractive in the first instance, but ultimately disappointing and demotivating. The key is having a flexible reward package that takes into account behavioural nuances and doesn’t rely solely on a wad of cash as the only means to motivate staff. It’s a change in direction for many but should also be welcome news for organisations who, in a challenging economic context, need to be more creative with their rewards package.” |
| The report suggests that alternative rewards can build intrinsic motivation among employees. It notes that recognition through appropriate symbolic awards – for example, through employee award schemes or discretionary ad-hoc gifts from line managers – are consistent with a workforce whose desire to succeed is self-sustaining, rather than driven by a desire to earn more money. These rewards also have the added benefit of being cost-effective and easy for businesses to disperse at ad-hoc moments, rather than building up to a single moment of reward in any given year. |
| Time and timeliness are key aspects explored in the CIPD’s report. It references a study by Zedelius and colleagues* which found that when people were promised reward for a later task, they started to perform better at intermediate tasks, even when those weren’t subject to a reward. It also explores the difference in perception between instant gratification and rewards that are of equal value but deferred, such as pension contributions. This difference is starkest among the youngest workers, who place the least value on pension contributions and other benefits deferred to later life. |
| Charles Cotton, Performance and Reward Adviser at the CIPD, comments: “Workplace pension schemes boost employee pay packets by thousands of pounds over the course of their employment but without the instant gratification of seeing that money land in their bank accounts each month, many employees fail to value the schemes. When it comes to reward, it’s important that businesses regularly reinforce the total value of the package that they offer to individuals and pay equal attention to both short and long-term rewards. This can include communication and education, but should form part of a well-thought out financial wellbeing strategy.” |
| With such a range of factors in play, the report concludes that the best reward strategies take into account both individual and group success, while not being overly complicated. By rewarding people for their individual performance as well as their contribution to a specific team or the overall company’s success, a business is most likely to see improved engagement, enhanced performance and good citizenship behaviours. |
|
*Zedelius, C, Veilung, H, Custers, R.,
Bijleveld, E, Chiew, K and Aarts, H. (2014) A new perspective on human
reward research: How consciously and unconsciously perceived reward
information influences performance (Cognitive and Affective Behavioural Neurosicence. Vol, 14, pp493-508.) To download the full report, click here |
1 in 4 of us have an ongoing difficult relationship at work, finds CIPD report
1 in 4 of us have an ongoing difficult relationship at work, finds CIPD report
Managers can avoid workplace ‘fracas’ by diffusing tension early on
| New
research from the CIPD, the professional body for HR and people
development, highlights that one in three UK employees (38%) have
experienced some form o |
| The report, Getting Under the Skin of Workplace Conflict,
found that conflict manifests itself in a number of ways at work, the
most frequently cited one being lack of respect, according to 61% of
respondents. Alarmingly, one in every 25 respondents who had experienced
conflict at work in the last year, said that they had experienced the
threat of or actual physical assault at work. The CIPD is urging
employers to build a business culture that supports positive working
relationships and channels which mean that any workplace conflicts can
be dealt with early on before it escalates and becomes unmanageable. |
| When conflict does arise at work, it’s most often perceived as being with line managers or other superiors (36%) rather than with direct reports (10%), highlighting the important influence of the power balance in how conflict is experienced. In other words, the junior person in the relationship is more likely to identify the issue as a problem, while the senior person either didn’t identify it as a problem in the first place or sees it as having been resolved. The most common cause of conflict is a clash of personality or working style (44%) rather than a conflict of interest as such. Individual performance competence and target setting are also among the issues most likely to spark conflict, with promotions or contractual terms of employment being less influential. |
| The report found that there is a clear power differential at play with employees being most likely to perceive a lack of respect, bullying or harassment from their boss or other superiors and as many as 1 in 4 said that their line manager actively creates conflict. |
| Jonny Gifford, Research Adviser at the CIPD, comments: “All too often, employers brush workplace conflict aside, putting it down to a difference of opinion. but it’s clear that it has a serious impact on our working relationships, wellbeing and productivity. Line managers have a crucial role to play here. For the most part they are seen as a positive influence in helping to create strong, healthy team relationships, but there’s still a clear case for developing managers and providing them with the skills they need. We need managers who can both build robust teams, where challenges can be made in a non-threatening way, and nip conflict in the bud before it has the chance to escalate. These are not generally seen as part of a core skills set for line managers and that view needs to change.” |
| The
CIPD’s report found that in some instances, conflict has become
unworkable, resulting in one in ten people leaving a role either by
moving to a another role in the organisation, resigning or being
dismissed. There are other impacts as well; individuals feeling stressed
is the most common one, followed by a drop in commitment or motivation.
One in seven cases |
| Gifford
continues: “Both ongoing difficult relationships and isolated incidents
at work can have major ramifications for employees’ personal wellbeing and morale and serious implications for the organisations through demotivation, absence, and employee churn, not to mention the time it can take management and HR to resolve disputes. |
| With one in ten people leaving their role as a result of it and one in seven saying it affects their productivity, interpersonal conflict is something that no business can ignore.” |
| When it comes to dealing with conflict, the most common approach tends to be informal, with individuals discussing the matter with their manager, HR or Personnel team, or the other person involved. We also look to our friends and family for support and advice – women are twice as likely as men to do this – but this does not seem to bear any relation to how well the conflict is resolved. |
| The CIPD has the following advice on tackling conflict management in the workplace: |
|
czwartek, 2 kwietnia 2015
Fourteen Rules Millennials Have to Master in the Workplace
In
this era, there is no place for free riders, either you rise to reach
the top or you just don't survive. To thrive in this challenging world,
millennials have to master the new set of rules which are not taught in
the schools. The list is quite long including advancements in technology
on daily basis, rising social media, 24/7 wireless connectivity and
what not. Now the young people need to take ownership of their careers
and have to promote it differently from the previous generations. The
fourteen new rules millennials must learn about the modern workplace are
as follows:
1. Job Description Is Only The Beginning.
You won't achieve success if you do what you were hired for, but you'll have to do a lot more to make an identity. The job description given to you is a basic task sheet of what you have to do. One should be attentive and should lookout for new projects and collaborations and go for more learning and development.
2. Job Is Temporary.
World is changing and so does the workplace. Corporations are acquiring companies and companies are merging into conglomerates. So there is a high risk that your team could be eliminated, your job could be outsourced now or you might lose interest in your current job.
3. Learning New Skills.
The corporate skills that are necessary for a successful career are good working capabilities, proficient communication skills, the emotional capacity and the additional qualities. By learning and incorporating these skills you can perform better at work, build stronger associations and work towards receiving encouragement on your job. At times talent is tied to an individual's own personality rather than a formal training. These are allied with a person's Emotional Intellect Quotient.
4. Reputation Is The Greatest Asset.
The things that are going to improve your career are your skills, the projects of which you are part of, the level of trust your colleagues have on you, whom do you know, what others know about you, what you are best at, etc. Eventually what you do is important and highlighted because others take a perception from it, so money and reputation would follow you automatically.
5. Nothing Is Personal.
Small postings on twitter and facebook about your boss or your colleagues could ruin your career forever. Even small things like your dressing, your behavior, body language, social networking, etc. could build or break your image in the most horrible way.
6. Positive Image
The new media has built convergence between private and personal lives. Online social networking sites have connected people of similar interests. This helps in building a reputation and at the same time one can dig deeper into opportunities one is passionate about and wants to learn the expertise.
7. Working With Mixed Generations.
Currently in the market, you find the Baby Boomers (Executives),
Generation X (Managers), Generation Y (Employees) and Generation Z
(Interns). All of these generations are different from the others
because of the difference in view of workplace,
communication ways and of course the difference of eras. Learning the
management of relationships despite of these differences would earn you a
successful career.
8. Boss Comes First.
You see low chances of promotion, if your boss is unsuccessful so indirectly or directly he would rub off his anger on you. To tackle this issue you'll have to support your boss's career, by making his life easy and earn his trust. This way he'll take you along the success steps whether in same organization or in the other organization.
9. Networking.
This is no more an information economy, we have moved towards a social one. On the other side, it is now more about your relationships with people you work with and less about your technical understanding of the work because now anybody can learn anything with a simple click.
10. Rule Of One.
It is about that one person who can change your life in a better aspect, whether it is related to getting a job or your marriage or starting a business or anything else. There are people all around saying no but the yes from that one person would trigger that you are on the right track.
11. You Are The Future.
As predicted that by 2025, the workforce will constitute Generation Y. It means that you will be on the forefront despite of being early in the career lead. All you need to do is position yourself to take up the leadership roles when the older generations retire.
12. Entrepreneurship, Open For All.
Entrepreneurship is the procedure of commencing a company or business. The entrepreneur or the opportunist is a risk taker, who develops a business plan, acquires the human and supplementary needed resources, and is fully accountable for its accomplishment or failure. In today's world if you want to go ahead of the competitors, you need to work on your company's management as a venture capital firm. It about selling your innovative idea and being persistent.
13. Accomplishments Matter.
Calculating the hours one has put in on the job has become outdated. The thing which matters most is one's own value and staying firm on delivering tasks based on that value, so that one can measure his own success and earn encouragement.
14. You Career, Your Rules.
Time has changed, now there isn't anything like relying on anyone else, one has to be accountable for his own career and is in charge of his own life. The issues that must be resolved are learning, growing and in return benefiting your own self.
1. Job Description Is Only The Beginning.
You won't achieve success if you do what you were hired for, but you'll have to do a lot more to make an identity. The job description given to you is a basic task sheet of what you have to do. One should be attentive and should lookout for new projects and collaborations and go for more learning and development.
2. Job Is Temporary.
World is changing and so does the workplace. Corporations are acquiring companies and companies are merging into conglomerates. So there is a high risk that your team could be eliminated, your job could be outsourced now or you might lose interest in your current job.
3. Learning New Skills.
The corporate skills that are necessary for a successful career are good working capabilities, proficient communication skills, the emotional capacity and the additional qualities. By learning and incorporating these skills you can perform better at work, build stronger associations and work towards receiving encouragement on your job. At times talent is tied to an individual's own personality rather than a formal training. These are allied with a person's Emotional Intellect Quotient.
4. Reputation Is The Greatest Asset.
The things that are going to improve your career are your skills, the projects of which you are part of, the level of trust your colleagues have on you, whom do you know, what others know about you, what you are best at, etc. Eventually what you do is important and highlighted because others take a perception from it, so money and reputation would follow you automatically.
5. Nothing Is Personal.
Small postings on twitter and facebook about your boss or your colleagues could ruin your career forever. Even small things like your dressing, your behavior, body language, social networking, etc. could build or break your image in the most horrible way.
6. Positive Image
The new media has built convergence between private and personal lives. Online social networking sites have connected people of similar interests. This helps in building a reputation and at the same time one can dig deeper into opportunities one is passionate about and wants to learn the expertise.
7. Working With Mixed Generations.
8. Boss Comes First.
You see low chances of promotion, if your boss is unsuccessful so indirectly or directly he would rub off his anger on you. To tackle this issue you'll have to support your boss's career, by making his life easy and earn his trust. This way he'll take you along the success steps whether in same organization or in the other organization.
9. Networking.
This is no more an information economy, we have moved towards a social one. On the other side, it is now more about your relationships with people you work with and less about your technical understanding of the work because now anybody can learn anything with a simple click.
10. Rule Of One.
It is about that one person who can change your life in a better aspect, whether it is related to getting a job or your marriage or starting a business or anything else. There are people all around saying no but the yes from that one person would trigger that you are on the right track.
11. You Are The Future.
As predicted that by 2025, the workforce will constitute Generation Y. It means that you will be on the forefront despite of being early in the career lead. All you need to do is position yourself to take up the leadership roles when the older generations retire.
12. Entrepreneurship, Open For All.
Entrepreneurship is the procedure of commencing a company or business. The entrepreneur or the opportunist is a risk taker, who develops a business plan, acquires the human and supplementary needed resources, and is fully accountable for its accomplishment or failure. In today's world if you want to go ahead of the competitors, you need to work on your company's management as a venture capital firm. It about selling your innovative idea and being persistent.
13. Accomplishments Matter.
Calculating the hours one has put in on the job has become outdated. The thing which matters most is one's own value and staying firm on delivering tasks based on that value, so that one can measure his own success and earn encouragement.
14. You Career, Your Rules.
Time has changed, now there isn't anything like relying on anyone else, one has to be accountable for his own career and is in charge of his own life. The issues that must be resolved are learning, growing and in return benefiting your own self.
Becoming a Recruiter - What Does it Take?
If you're interested in becoming a Recruiter what qualities do you need to succeed?
What's needed is a consistent work ethic, (4 - 6 hours a day is great) the ability to follow a method, a professional demeanor, honesty, integrity, and enthusiasm. A recruiter should do a lot of listening to be effective. They'll need to become an expert in asking questions as well. A Recruiter is a leader who comes across to others in the process as a partner.
Developing good listening skills can be learned and is one key ingredient to making more placements. If you're an extrovert, even slightly, your ability to approach people and establish rapport will give you an edge over introverts. If you're a talkative extrovert, your challenge will be to develop your listening skills.
There's a myth that recruiters must be great salespeople. That's not true. While solid sales skills can always enhance ones' performance it's not essential to be a successful recruiter. Recruiting is about process not personality, when done properly. What's surprising is once you master the process you'll be credited with a 'great' personality! (What you'll actually have though is the credibility that comes with being effective.)
There are 25 steps in making a placement. That may sound like a lot, but when you become familiar with the whole process you'll be able to jump into an ongoing search, ask a few questions, understand exactly what the status of that placement is and what to do next.
Remember when you first learned to drive? Every task from adjusting the rear view mirror to putting the car into reverse to back out of the driveway required focus and conscious thought. With practice, those steps become efficient and so automatic we don't even seem to notice; our driving becomes flawless and smooth. (In most cases!)
A Recruiter is an expert at making placements. She (he) is a Consultant with great power once she understands her role and responsibility in the process. Recruiters are responsible for managing every step of the placement process. Once they appreciate their role they can easily spot if there's trouble brewing which could jeopardize an offer/acceptance and take the needed action to put the process back on track.
How do they 'fix' a search in crisis? Recruiters start with asking questions. When a client or candidate asks a question, seasoned Recruiters answer the question directly and then ask another question to maintain control. I kind of cringe at the word 'control' however, all parties involved have a stake in the outcome and although it's never voiced, the Recruiter is the Captain of the ship; Guiding it safely into port or standing by as it dashes against the rocks!
As a Recruiter learns the art of asking questions, and LISTENING to the answers, he becomes a better Recruiter. A Recruiter is a collaborative partner throughout the placement process. Hiring the right person helps companies succeed. Hiring managers soon develop a keen eye for that 'great fit'.
Candidates can be squeemish about the whole process. Changing jobs means changing their LIFE. It's not something they do everyday. They need the guidance, attention, understanding, hand holding at times, maybe even a push from an expert who knows the process inside and out. This Expert understands their needs and is assisting them with a boost in their career.
If the steps in the process are followed by using methods that work, a good Recruiter will be rewarded with candidate referrals, more job orders, a substantial income, and abundant self respect. They'll also have to admit they're having a really good time.
In becoming a Recruiter, the first, most important step is to invest a few dollars in yourself in the form of training. Get to know the process, keep improving your skills and you'll be giving yourself a blank check. We train great Recruiters. visit us at: http://www.toprecruitersecrets.com
What's needed is a consistent work ethic, (4 - 6 hours a day is great) the ability to follow a method, a professional demeanor, honesty, integrity, and enthusiasm. A recruiter should do a lot of listening to be effective. They'll need to become an expert in asking questions as well. A Recruiter is a leader who comes across to others in the process as a partner.
Developing good listening skills can be learned and is one key ingredient to making more placements. If you're an extrovert, even slightly, your ability to approach people and establish rapport will give you an edge over introverts. If you're a talkative extrovert, your challenge will be to develop your listening skills.
There's a myth that recruiters must be great salespeople. That's not true. While solid sales skills can always enhance ones' performance it's not essential to be a successful recruiter. Recruiting is about process not personality, when done properly. What's surprising is once you master the process you'll be credited with a 'great' personality! (What you'll actually have though is the credibility that comes with being effective.)
There are 25 steps in making a placement. That may sound like a lot, but when you become familiar with the whole process you'll be able to jump into an ongoing search, ask a few questions, understand exactly what the status of that placement is and what to do next.
Remember when you first learned to drive? Every task from adjusting the rear view mirror to putting the car into reverse to back out of the driveway required focus and conscious thought. With practice, those steps become efficient and so automatic we don't even seem to notice; our driving becomes flawless and smooth. (In most cases!)
A Recruiter is an expert at making placements. She (he) is a Consultant with great power once she understands her role and responsibility in the process. Recruiters are responsible for managing every step of the placement process. Once they appreciate their role they can easily spot if there's trouble brewing which could jeopardize an offer/acceptance and take the needed action to put the process back on track.
How do they 'fix' a search in crisis? Recruiters start with asking questions. When a client or candidate asks a question, seasoned Recruiters answer the question directly and then ask another question to maintain control. I kind of cringe at the word 'control' however, all parties involved have a stake in the outcome and although it's never voiced, the Recruiter is the Captain of the ship; Guiding it safely into port or standing by as it dashes against the rocks!
As a Recruiter learns the art of asking questions, and LISTENING to the answers, he becomes a better Recruiter. A Recruiter is a collaborative partner throughout the placement process. Hiring the right person helps companies succeed. Hiring managers soon develop a keen eye for that 'great fit'.
Candidates can be squeemish about the whole process. Changing jobs means changing their LIFE. It's not something they do everyday. They need the guidance, attention, understanding, hand holding at times, maybe even a push from an expert who knows the process inside and out. This Expert understands their needs and is assisting them with a boost in their career.
If the steps in the process are followed by using methods that work, a good Recruiter will be rewarded with candidate referrals, more job orders, a substantial income, and abundant self respect. They'll also have to admit they're having a really good time.
In becoming a Recruiter, the first, most important step is to invest a few dollars in yourself in the form of training. Get to know the process, keep improving your skills and you'll be giving yourself a blank check. We train great Recruiters. visit us at: http://www.toprecruitersecrets.com
USA best employers, companies or recruiters
Sending your CV is a serious thing to do, as we provide strangers with our personal data. So it would be reasonable to apply for the positions of trusted empoyers' or recuiters' to avoid problems.
Here you can check the best employers in the USA, and apply for their vacancies online:
Recruitment as the most important aspect of Human Resource Management
Human
Resource Management theories focus on methods of recruitment and
selection and highlight the advantages of interviews, general assessment
and psychometric testing as employee selection processes. The
recruitment process could be internal or external or could also be
online and involves the stages of recruitment policies, advertising, job
description, job application process, interviews, assessment, decision
making, legislation selection and training (Korsten 2003, Jones et al,
2006). Examples of recruitment policies within healthcare sector and
business or industrial sectors could provide insights on how recruitment
policies are set and managerial objectives are defined. Successful
recruitment methods include a thorough analysis of the job and the labor
market conditions and interviews as well as psychometric tests to
determine the potentialities of applicants. Small and medium sized
enterprises (SMEs) also focus on interviews and assessment with emphasis
on job analysis, emotional intelligence in new or inexperienced
applicants and corporate social responsibility (CSR). Other techniques
of selection that have been described include various types of
interviews, in tray exercise, role play, group activity, etc.
Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in management decision making and the recruitment process could itself be improved by following management theories. The recruitment process could be improved in sophistication with Rodgers seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal interviews, etc. Recommendations for specific and differentiated selection systems for different professions and specializations have been given. A new national selection system for psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector.
Recruitment is however not just a simple selection process and requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organisations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation (Terpstra, 1994). This would mean that the management would specifically look for potential candidates capable of team work as being a team player would be crucial in any junior management position. Human Management resource approaches within any business organisation are focused on meeting corporate objectives and realization of strategic plans through training of personnel to ultimately improve company performance and profits (Korsten, 2003). The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and selection and involvement of qualified management team, recruitment processes followed by companies can face significant obstacles in implementation. Theories of HRM may provide insights on the best approaches to recruitment although companies will have to use their in house management skills to apply generic theories within specific organizational contexts.
Bibliography
Jones, David A.; Shultz, Jonas W.; Chapman, Derek S. (2006) Recruiting Through Job Advertisements: The Effects of Cognitive Elaboration on Decision Making International Journal of Selection and Assessment, Volume 14, Number 2, pp. 167-179(13)
Korsten A.D. (2003) Developing a training plan to ensure employees keep up with the dynamics of facility management Journal of Facilities Management, Volume 1, Number 4, pp. 365-379(15)
Papers For You (2006) "P/HR/254. HRM: methods of recruitment and selection", Available from http://www.coursework4you.co.uk/sprthrm18.htm [22/06/2006]
Papers For You (2006) "E/HR/21. Using relevant frameworks and theories critically evaluate the recruitment and selection appraisal processes used by an organisation with which you are familiar contribute. How does it contribute to the performance of the organisation?", Available from Papers4you.com [21/06/2006]
Shipton, Helen; Fay, Doris; West, Michael; Patterson, Malcolm; Birdi, Kamal (2005) Managing People to Promote Innovation Creativity and Innovation Management, Volume 14, Number 2, pp. 118-128(11)
Terpstra D.E. (1994) HRM: A Key to Competitiveness Management Decision, Volume 32, Number 9, pp. 10-14(5)
The following list provides you with the best HR jobs available online for the US:
Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in management decision making and the recruitment process could itself be improved by following management theories. The recruitment process could be improved in sophistication with Rodgers seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal interviews, etc. Recommendations for specific and differentiated selection systems for different professions and specializations have been given. A new national selection system for psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector.
Recruitment is however not just a simple selection process and requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organisations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation (Terpstra, 1994). This would mean that the management would specifically look for potential candidates capable of team work as being a team player would be crucial in any junior management position. Human Management resource approaches within any business organisation are focused on meeting corporate objectives and realization of strategic plans through training of personnel to ultimately improve company performance and profits (Korsten, 2003). The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and selection and involvement of qualified management team, recruitment processes followed by companies can face significant obstacles in implementation. Theories of HRM may provide insights on the best approaches to recruitment although companies will have to use their in house management skills to apply generic theories within specific organizational contexts.
Jones, David A.; Shultz, Jonas W.; Chapman, Derek S. (2006) Recruiting Through Job Advertisements: The Effects of Cognitive Elaboration on Decision Making International Journal of Selection and Assessment, Volume 14, Number 2, pp. 167-179(13)
Korsten A.D. (2003) Developing a training plan to ensure employees keep up with the dynamics of facility management Journal of Facilities Management, Volume 1, Number 4, pp. 365-379(15)
Papers For You (2006) "P/HR/254. HRM: methods of recruitment and selection", Available from http://www.coursework4you.co.uk/sprthrm18.htm [22/06/2006]
Papers For You (2006) "E/HR/21. Using relevant frameworks and theories critically evaluate the recruitment and selection appraisal processes used by an organisation with which you are familiar contribute. How does it contribute to the performance of the organisation?", Available from Papers4you.com [21/06/2006]
Shipton, Helen; Fay, Doris; West, Michael; Patterson, Malcolm; Birdi, Kamal (2005) Managing People to Promote Innovation Creativity and Innovation Management, Volume 14, Number 2, pp. 118-128(11)
Terpstra D.E. (1994) HRM: A Key to Competitiveness Management Decision, Volume 32, Number 9, pp. 10-14(5)
The following list provides you with the best HR jobs available online for the US:
Motivation Theories - Understanding the Expectancy and Equity Theories of Motivation
Before
we go in to look at the Expectancy theory and the Equity theory in
detail, it is thus vital to understand what ‘process theories' are in
the first place, as the Expectancy theory and the Equity theory are both
process theories. Hence so in general, the process theories are
basically concerned with how the people think and behave to get what
they want. To say, these theories do go to explain how the
employees/people are motivated thus focussing on the process by which
motivation occurs. In other words, it could also be said that these
theories explain why the employees behave the way they do. However, the
process theories do help the managers to basically understand, predict
and influence employee performance, job satisfaction and other outcomes
paving way to help motivate the employees.Having said that, let us now
look at each of the two theories seperately in order to better
understand the two and their contributions to help motivate employees.
Vroom's Expectancy Theory
The Expectancy theory is a process theory developed by Victor Vroom. Unlike the other content theories which focuses on the needs of the individuals in order to motivate human/employees, this theory basically concentrates on the outcomes. What Vroom explained in his theory is that fact that in order to motivate employees/ people the effort put in by the employees, the performance generated and motivation must be linked to one another. In other words Vroom basically proposed three variables which in turn was vital to motivate employees. They are basically,
· Expectancy
· Instrumentality
· Valence
Having said that, Expectancy is the believe that increased effort will basically lead to increased performance. In other words, the more the effort put in, the more the performance will be. For example, an employee assumes that if he works harder the better the performance will be. But believing that increased effort will lead to increased performance is mainly influenced by factors such as having the right amount of resources available, having the right skills to carry out the job and the necessary support of the supervisor etc. Without these, it is unlikely that expectancy could be achieved.
Likewise, Instrumentality is the believe that if you perform well in a task then the outcome is going to be good. In other words, a valued outcome is received the more you perform the task well. At the same time, instrumentality is also influenced by factors such as having a clear understanding of the relationship between performance and outcome and trusting the people who will basically decide on the who gets what outcome.
Valence on the other hand is basically the importance that the individuals place on the expected outcome. In other words, meaning to say that how do the employees take the outcomes offered to them for their task performance. For example, an employee may be motivated by recognition. If so the case, then the employee may not value a rise in pay because it is not the most important to him. At times, they may even go to reduce the effort they put in according to how they value the outcomes received.
Having said that, the employees in an organization will only be motivated if they tend to believe that,
· By putting in more effort will lead to better performance.
· Better job performance will lead to better rewards such as better salaries, benefits etc.
· And the predicted organizational rewards are valued by the employee.
By any chance if the employees happen to believe that any one of the above are not true, then Vroom states that the employees are unlikely to be motivated. In other words, meaning to say that in order to motivate the employees all of above three have to be achieved by the organization.
Adam's Equity Theory
The Equity theory developed by Adam in 1963 is based on the idea that employees basically expects a fair balance between their inputs and outputs. In other words, what exactly means by is that the employees are likely to be de-motivated both in relation to their employer and the job if they happen to believe that their inputs ( effort, loyalty, hard work, commitment, ability, adaptability, tolerance, flexibility, skills etc) are greater than their outputs( salary, benefit, recognition, reputation, responsibility, sense of achievement, sense of advancement/growth, job security, praise etc).
The employees usually compare themselves with the other employees who are likely to put in similar inputs as they do and the outputs they receive. Meaning to say that, an employee will basically compare himself/ herself with another employee in order to find out whether he/she has been treated fairly. However, this actually does not mean that all employees have to be treated the same way and given exactly what is being to the other employees. This is because all employees are not motivated by the same outputs expected by the other employees. For example, a newly working mother may look for something like flexible hours more than an in crease in pay.
However, even though employees may seek for a balance between their inputs and outputs it is not always possible to measure the inputs and out puts of the employees and provide them with the correct balance . But still it is possible to give a similar output for the inputs of the employee in order to have a fair balance between the two. Having said that, in order to motivate the employees to higher levels and which eventually lead to enhance the performance, it is thus important to try and give a fair outcome for the inputs of the employees. In order to do so, the managers must understand the employees better of what are they aiming for and try and give them the best possible out come according to what they expect.
Finally, it should be said that both the Expectancy theory and the Equity theory do provide the managers with an insight of how to motivate the employees not by concentrating on the needs of the employees but rather the outcomes. In other means, the managers basically get to understand what exactly have to be done or the actions taken when it comes to motivating employees, by way of outcomes. To say, when it comes to the expectancy theory this theory highlights the fact that in order to motivate the employees the managers should basically tie the rewards to performance. In other means, the employees need to be rewarded according to how they perform meaning to say that the better they perform the better the rewards should be. In spite of that the manager should also ensure that the rewards given to the employees are deserved and wanted by the employees. Not only that , but the managers should also conduct training programs which will eventually improve the capabilities of the employees while making them to understand that the more the effort the better the performance will be. Like wise, the equity theory also goes on to say that if the employees are to be motivated then it is time for the managers to try and provide the employees with rewards that are very much equal to their inputs as far as possible.
By Shameena Silva
Vroom's Expectancy Theory
The Expectancy theory is a process theory developed by Victor Vroom. Unlike the other content theories which focuses on the needs of the individuals in order to motivate human/employees, this theory basically concentrates on the outcomes. What Vroom explained in his theory is that fact that in order to motivate employees/ people the effort put in by the employees, the performance generated and motivation must be linked to one another. In other words Vroom basically proposed three variables which in turn was vital to motivate employees. They are basically,
· Expectancy
· Instrumentality
· Valence
Having said that, Expectancy is the believe that increased effort will basically lead to increased performance. In other words, the more the effort put in, the more the performance will be. For example, an employee assumes that if he works harder the better the performance will be. But believing that increased effort will lead to increased performance is mainly influenced by factors such as having the right amount of resources available, having the right skills to carry out the job and the necessary support of the supervisor etc. Without these, it is unlikely that expectancy could be achieved.
Likewise, Instrumentality is the believe that if you perform well in a task then the outcome is going to be good. In other words, a valued outcome is received the more you perform the task well. At the same time, instrumentality is also influenced by factors such as having a clear understanding of the relationship between performance and outcome and trusting the people who will basically decide on the who gets what outcome.
Valence on the other hand is basically the importance that the individuals place on the expected outcome. In other words, meaning to say that how do the employees take the outcomes offered to them for their task performance. For example, an employee may be motivated by recognition. If so the case, then the employee may not value a rise in pay because it is not the most important to him. At times, they may even go to reduce the effort they put in according to how they value the outcomes received.
Having said that, the employees in an organization will only be motivated if they tend to believe that,
· By putting in more effort will lead to better performance.
· Better job performance will lead to better rewards such as better salaries, benefits etc.
By any chance if the employees happen to believe that any one of the above are not true, then Vroom states that the employees are unlikely to be motivated. In other words, meaning to say that in order to motivate the employees all of above three have to be achieved by the organization.
Adam's Equity Theory
The Equity theory developed by Adam in 1963 is based on the idea that employees basically expects a fair balance between their inputs and outputs. In other words, what exactly means by is that the employees are likely to be de-motivated both in relation to their employer and the job if they happen to believe that their inputs ( effort, loyalty, hard work, commitment, ability, adaptability, tolerance, flexibility, skills etc) are greater than their outputs( salary, benefit, recognition, reputation, responsibility, sense of achievement, sense of advancement/growth, job security, praise etc).
The employees usually compare themselves with the other employees who are likely to put in similar inputs as they do and the outputs they receive. Meaning to say that, an employee will basically compare himself/ herself with another employee in order to find out whether he/she has been treated fairly. However, this actually does not mean that all employees have to be treated the same way and given exactly what is being to the other employees. This is because all employees are not motivated by the same outputs expected by the other employees. For example, a newly working mother may look for something like flexible hours more than an in crease in pay.
However, even though employees may seek for a balance between their inputs and outputs it is not always possible to measure the inputs and out puts of the employees and provide them with the correct balance . But still it is possible to give a similar output for the inputs of the employee in order to have a fair balance between the two. Having said that, in order to motivate the employees to higher levels and which eventually lead to enhance the performance, it is thus important to try and give a fair outcome for the inputs of the employees. In order to do so, the managers must understand the employees better of what are they aiming for and try and give them the best possible out come according to what they expect.
Finally, it should be said that both the Expectancy theory and the Equity theory do provide the managers with an insight of how to motivate the employees not by concentrating on the needs of the employees but rather the outcomes. In other means, the managers basically get to understand what exactly have to be done or the actions taken when it comes to motivating employees, by way of outcomes. To say, when it comes to the expectancy theory this theory highlights the fact that in order to motivate the employees the managers should basically tie the rewards to performance. In other means, the employees need to be rewarded according to how they perform meaning to say that the better they perform the better the rewards should be. In spite of that the manager should also ensure that the rewards given to the employees are deserved and wanted by the employees. Not only that , but the managers should also conduct training programs which will eventually improve the capabilities of the employees while making them to understand that the more the effort the better the performance will be. Like wise, the equity theory also goes on to say that if the employees are to be motivated then it is time for the managers to try and provide the employees with rewards that are very much equal to their inputs as far as possible.
By Shameena Silva
Job Analysis Methods
Do you want to learn about the different job analysis methods that
human resource professionals use in order to define jobs and profile
them? Read the following article that provides you with a quick overview
of them.
Before learning about the different methods, it is important to
understand the concept of job analysis. It refers to the systematic
study of different jobs to understand the work activities, tasks, and
responsibilities that need to be undertaken by employees for the same.
It also defines the qualities and characteristics needed in order to
ensure that the work performance of the employees reaches optimum
levels.
These methods help ensure that the right candidate is hired for a job. In plain and simple terms, it is a systematic technique to gather information, and identify those qualities that are needed in order to perform a job. When such different techniques are employed, the analysis is done on the basis of the demand of the job at that time and not as per its demand if it were in another organization or as it was in the past. This is not a subjective study of just one person who is doing the job, nor does it analyze thought processes or traits of a person.
So, what are the different advantages? The data that is made available to the organization after this analysis helps in the decision-making process. It also serves as a way to help different organizations cope with the changes that occur as a result of the changes in technology and needs of the world. They need reliable information that can help them design profiles for various jobs. Not receiving complete information about a job can result in its incorrect evaluation that, in turn, can result in unfair pay scales. Besides setting the pay scale of the organization, information obtained as a result of this process is useful in recruiting, planning of organizational hierarchy, designing jobs, training, settling grievances, and other such programs. It is also helpful in ensuring job satisfaction in employees.
Common Methods
There are several of them that are employed to analyze the demand of the job. These include interviews, questionnaires, observation, investigations, etc. It is generally common for most professionals in human resources management to use a group of methods for this purpose. Such a professional may actually observe employees for the analysis and then, interview them to understand what they believe that the job needs. This means that the person conducting the analysis uses both observation and interviews for this purpose. He may actually back these techniques with employee surveys and meetings with psychologists, in order to detail out the profile obtained as a result of job analysis. The different commonly used methods are described below:
Observation
One of the most commonly used techniques, a person trained for the job will observe the employee and make records of all the tasks he performs and the methods he employs to perform them. If the professional observing employs the method of continuous observation, then he will observe the employee for a long period of time, which is specified and if he employs a technique that is commonly called sampling, then he will observe different employees, performing the same jobs across periods.
Interview
As the name suggests, in this method, the professional conducting the analysis interviews an employee, trying to understand the different skills that the employee needs to use in order to perform his tasks. It is, generally, advisable to interview more than one person to get a reliable pool of data, as the answers to the questions asked will be subjective. You can also conduct group interviews, where every employee contributes towards building the profile. This is one of the common methods for police officers and other security and defense forces job profiling.
Questionnaire
This is another commonly used technique, where the analyst frames a questionnaire with standard, structured questions that help identify the tasks related to the job and also, the time they spend on performing it. In this type of questionnaire, the employee sticks to answering the questions in the list. An open-ended questionnaire will have the employee describing his job and tasks involved in his own words.
Other techniques that are commonly used are critical incidents, wherein the analyst defines a job on the basis of the behavior needed to perform it. Maintaining a diary is also a common method, where employees are asked to record activities and tasks that they perform as part of their job. Often, experts are hired to provide information about the job profile and the characteristics needed in an employee performing it. These are just some of the most commonly used techniques. There are other more specialized methods that enable professionals to define the job better.
Read more at Buzzle: http://www.buzzle.com/articles/job-analysis-methods.html
These methods help ensure that the right candidate is hired for a job. In plain and simple terms, it is a systematic technique to gather information, and identify those qualities that are needed in order to perform a job. When such different techniques are employed, the analysis is done on the basis of the demand of the job at that time and not as per its demand if it were in another organization or as it was in the past. This is not a subjective study of just one person who is doing the job, nor does it analyze thought processes or traits of a person.
So, what are the different advantages? The data that is made available to the organization after this analysis helps in the decision-making process. It also serves as a way to help different organizations cope with the changes that occur as a result of the changes in technology and needs of the world. They need reliable information that can help them design profiles for various jobs. Not receiving complete information about a job can result in its incorrect evaluation that, in turn, can result in unfair pay scales. Besides setting the pay scale of the organization, information obtained as a result of this process is useful in recruiting, planning of organizational hierarchy, designing jobs, training, settling grievances, and other such programs. It is also helpful in ensuring job satisfaction in employees.
Common Methods
There are several of them that are employed to analyze the demand of the job. These include interviews, questionnaires, observation, investigations, etc. It is generally common for most professionals in human resources management to use a group of methods for this purpose. Such a professional may actually observe employees for the analysis and then, interview them to understand what they believe that the job needs. This means that the person conducting the analysis uses both observation and interviews for this purpose. He may actually back these techniques with employee surveys and meetings with psychologists, in order to detail out the profile obtained as a result of job analysis. The different commonly used methods are described below:
Observation
One of the most commonly used techniques, a person trained for the job will observe the employee and make records of all the tasks he performs and the methods he employs to perform them. If the professional observing employs the method of continuous observation, then he will observe the employee for a long period of time, which is specified and if he employs a technique that is commonly called sampling, then he will observe different employees, performing the same jobs across periods.
Interview
As the name suggests, in this method, the professional conducting the analysis interviews an employee, trying to understand the different skills that the employee needs to use in order to perform his tasks. It is, generally, advisable to interview more than one person to get a reliable pool of data, as the answers to the questions asked will be subjective. You can also conduct group interviews, where every employee contributes towards building the profile. This is one of the common methods for police officers and other security and defense forces job profiling.
Questionnaire
This is another commonly used technique, where the analyst frames a questionnaire with standard, structured questions that help identify the tasks related to the job and also, the time they spend on performing it. In this type of questionnaire, the employee sticks to answering the questions in the list. An open-ended questionnaire will have the employee describing his job and tasks involved in his own words.
Other techniques that are commonly used are critical incidents, wherein the analyst defines a job on the basis of the behavior needed to perform it. Maintaining a diary is also a common method, where employees are asked to record activities and tasks that they perform as part of their job. Often, experts are hired to provide information about the job profile and the characteristics needed in an employee performing it. These are just some of the most commonly used techniques. There are other more specialized methods that enable professionals to define the job better.
Read more at Buzzle: http://www.buzzle.com/articles/job-analysis-methods.html
And don't forget to check the best jobs online. Here's the list of favourite 10 job searches for the US internet users:
What is Human Resource Management?
Human Resource Management (HRM) is
considered as the heart of a company. This article tells you what this
concept exactly means and why it is so important for any organization.
Human resource management is a broad term and is based on the
effective deployment of workers or employees to accomplish the
objectives of a company. It is present in each and every organization;
there is no company which does not have a human resource department. Its
primary function is to efficaciously utilize the talents and
capabilities of the employees to achieve the planned goals of the
organization. It ensures that the employee is comfortable and satisfied
with the working conditions and the policies regarding compensation and
benefits which are offered to him.
Concept
HRM plays a very important role in managing, controlling, and developing the workforce, which significantly contributes to the existence and profitability of the organization. They are in continuous contact with the top-level management and are responsible for assisting them in running the business efficiently. They are also responsible for attracting skilled workers, carrying out recruitment and induction procedures, training and development, and settlement of the employee in a particular work environment where he feels comfortable.
Sections of the Department
In most companies, the human resource department is further divided into two main sections depending on the type of duties and responsibilities it carries out. The first one is the HR administration group, which is responsible for taking care of employees' general work-related needs and issues such as payroll, working conditions, and conflicts between them and the supervisors or the top management. Whereas the other section is responsible for handling the recruitment function, training employees on corporate policies, providing information about the company in induction sessions, behavioral trainings, etc. In this way, they handle most of the functions in an establishment, and as a result, the top management highly depends on them.
There are some cases wherein the obligations of the HR department come in contrast with each other. There can be some instances where it is not possible to conclude an appropriate resolution that is suitable for both, the objectives of the organization and the wants or needs of the employees. At this stage, the department needs to be very careful on what decision it takes, as it may have an adverse effect on either the management or the company's workforce. This is where the skills, talents, and abilities of the HR personnel come into play, as they need to be able to satisfy the top management along with the staff, thereby, maintaining a healthy relationship between them.
Whenever, any department in the company requires qualified manpower, they approach the recruitment section who then start their process by calling potential candidates, shortlisting eligible ones, conducting HR and functional interviews, selecting worthy candidates, and introducing them as new-joinees of the company. In this way, they provide the company with an efficient workforce who can improve and maintain its standard of performance. They also handle disciplinary procedures, employee motivation, health insurance, retirement, and profit sharing processes. The department ensures that the decisions taken by them are according to the organization's rules and regulations, which is included in its information handbook. The HR personnel also assist and guide employees regarding company policies on leave and holidays, insurance, benefits and allowances, etc.
In this way, human resource management is very crucial in any organization, be it from the services or manufacturing arena. There are many other functions that this department carries out, which are important for the smooth running of a company.
Concept
HRM plays a very important role in managing, controlling, and developing the workforce, which significantly contributes to the existence and profitability of the organization. They are in continuous contact with the top-level management and are responsible for assisting them in running the business efficiently. They are also responsible for attracting skilled workers, carrying out recruitment and induction procedures, training and development, and settlement of the employee in a particular work environment where he feels comfortable.
Sections of the Department
In most companies, the human resource department is further divided into two main sections depending on the type of duties and responsibilities it carries out. The first one is the HR administration group, which is responsible for taking care of employees' general work-related needs and issues such as payroll, working conditions, and conflicts between them and the supervisors or the top management. Whereas the other section is responsible for handling the recruitment function, training employees on corporate policies, providing information about the company in induction sessions, behavioral trainings, etc. In this way, they handle most of the functions in an establishment, and as a result, the top management highly depends on them.
There are some cases wherein the obligations of the HR department come in contrast with each other. There can be some instances where it is not possible to conclude an appropriate resolution that is suitable for both, the objectives of the organization and the wants or needs of the employees. At this stage, the department needs to be very careful on what decision it takes, as it may have an adverse effect on either the management or the company's workforce. This is where the skills, talents, and abilities of the HR personnel come into play, as they need to be able to satisfy the top management along with the staff, thereby, maintaining a healthy relationship between them.
Whenever, any department in the company requires qualified manpower, they approach the recruitment section who then start their process by calling potential candidates, shortlisting eligible ones, conducting HR and functional interviews, selecting worthy candidates, and introducing them as new-joinees of the company. In this way, they provide the company with an efficient workforce who can improve and maintain its standard of performance. They also handle disciplinary procedures, employee motivation, health insurance, retirement, and profit sharing processes. The department ensures that the decisions taken by them are according to the organization's rules and regulations, which is included in its information handbook. The HR personnel also assist and guide employees regarding company policies on leave and holidays, insurance, benefits and allowances, etc.
In this way, human resource management is very crucial in any organization, be it from the services or manufacturing arena. There are many other functions that this department carries out, which are important for the smooth running of a company.
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