| 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.” |
Pokazywanie postów oznaczonych etykietą the. Pokaż wszystkie posty
Pokazywanie postów oznaczonych etykietą the. Pokaż wszystkie posty
wtorek, 7 kwietnia 2015
CIPD responds to Budget: 'Where was the Chancellor's commitment to productivity?'
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.
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
Subskrybuj:
Posty (Atom)