The Human Resource Director - Essay Example

HR Management MG6123 Fall 2009 Take Home Final Exam You have just been hired as the Human Resource Director of a global information technology firm. You soon realize that the firm has not paid much attention to the training and orientation of its employees. You want to prepare a proposal to convince the president that a new training program must be implemented immediately. a) What are four (4) “trends” or challenges facing many organizations today that you could include in your proposal to persuade the president that a new training program is crucial? Identify and explain in detail each of these challenges. A proposal to convince the president should emphasize that a new training program is critical for the improvement of performance of the employees given that the corporation is a global information technology firm. Training would require that the employees undergo instruction to upgrade their knowledge and skills and to improve their attitudes in order to make them qualified for their respective jobs. Since the global market is constantly evolving, there are training trends and challenges which face the organization that would be addressed by appropriate training. One training trend is hypercompetition. Hypercompetition is a type of highly competitive challenges facing global corporations resulting from greater rates of changes in the environment necessitating adaptive and immediate response from organizations in specific endeavors. The president should be made aware that as a global firm, training is critical for both domestic and international operations due to advancement on technologies and updates in trade agreements. As a consequence, senior management is required to design appropriate strategies to adjust and adapt to challenges in competitive stance in the environment. Another training challenge is in the area of maintaining high level of talents. In response to the demands of the increasingly competitive environment, there are tendencies for products and services to be replicated. The most effective advantage that the organization could count on is their human resources. In this regard, training is necessary to maintain high level of talents and to ensure that they are competent and qualified to respond to advancement in technologies and competitive challenges in the environment. The third training trend is changes in workforce. As universities and institutions to produce newly graduates from diverse fields, training is necessarily required to prepare them for their respective responsibilities. There are identified underutilized group composed of women, older workers, and ethnic or racial minorities to familiarize them with the tasks required of the job. Finally, the changes in technology most critically require training. Advancement in methods, processes and structures need people to be reoriented to do new tasks and processes. This is relevant for a global information technology like theirs, as there would be frequent changes in technology which should be applied by present and future personnel. In this regard, appropriate training is required to educate and instruct them on the new methods. b) Name and describe in detail each of the levels of analysis used for determining training needs. What is the advantage of each method? There are four levels of analysis used for determining training needs as summarized and described below: (1) Organizational analysis determines and identifies where specifically in the organization training is required. The benefit of this type of analysis is its ability to focus on the group of personnel within the organization that most requires training. By looking at the organization as a whole, no employee group would be left out in the training evaluation. (2) Demographic analysis is a type of analysis focused on demographical data in the organization necessitating training; for example, personnel at entry level with ages 20 up to 25; staff with income level of $1000; etc. This type of analysis has an advantage of pinpointing the demographical data that needs concentration. Like for example, for the entry level employees within the age group of 20 to 25, a specific type of training and orientation should be design to cater to this group. Therefore, no additional and unnecessary expenses would be entailed. (3) Operations analysis determines the content of the training required for the personnel to perform their required tasks. By the term itself, the training analysis would center on specific tasks or operations in a department or unit. The type of training will therefore be comprised of methods and processes and be handled to experts or senior personnel in the departments concerned. The advantage of this is the period of training would be structured in a well identified time and manner; thereby minimizing costs and maximizing returns. (4) Individual analysis pinpoints the respective individual’s competence and qualifications in performing the responsibilities assigned. This type of training analysis focuses on the competence of each personnel as matched to the requirements of the tasks. This training would determine the weaknesses of each individual and consequently, focus on making the necessary action to improve the skills to accomplish the required goals. c) Identify four (4) obstacles or conditions that tend to impede successful training initiatives and programs. To answer this, it is relevant to present the essential principles that enhance learning, to wit: goal setting, behavior modeling, practice and feedback. When one or more factors are absent, these tend to impede successful training initiatives and programs. A barrier or impediment in successful implementation of training programs is financial restrictions. When an organization has limited funds, training of employees are likewise, restricted in amount and frequency. Training entails costs for administration, honoraria for resource persons, materials, communication, travel and rental of site if training is held outside the organization. The availability of resource persons or trained professionals to do the training also impedes successful training initiatives. Generally, the quality of this component is in direct proportion to the budget allocated for this item. Good planning in light of the time availability of competent resource persons helps put up quality training programs. Training of trainers cuts down the cost of important guest speakers. The lack of appropriate facilities is another obstacle for training. The choice of comfortable and decent venue and the availability of equipment, tools and other needed supplies and materials are important considerations for an efficient program that is regularly conducted. Planning and designing a training program entails experience, expertise and effort. Finally, actual job needs which are not identified impede training. Congruence between the ends for which trainees are sent to the program and training objectives has to be established. Otherwise, training costs end up being a mere drain on the organization. What would you do to try to eliminate these obstacles? To eliminate these obstacles, the organization must be proactive in its stance for personnel development programs. It must prepare its resources (financial, materials, and manpower) to ensure that training programs are identified, designed and scheduled, as required. The organization must incorporate training needs in the budget to ensure that training needs and objectives are met. 2. You are to read and answer the questions for Case 9-1 which appears on pages 363 and 364 in the text book we are using, Managing Human Resources, 8th edition, by Wayne Cascio. 1) The president asks you for your general evaluation of this appraisal system. What is your response? The present appraisal system is susceptible to flaws and loopholes precisely because its design did not incorporate the essential elements of an appraisal system. First and foremost, the performance appraisal form was designed by a clerk who was promoted to head of administrative operations without any professional training in human resources management. Secondly, its design was not a joint effort between management and employees which should have discussed organizational objectives or goals of respective departments; how managers would measure specific accomplishment or extent of compliance to defined goals; and adherence to regular assessments. In addition, the results were not utilized for the purpose it is intended for. Thereby, the employees rated feel either indifferent or hostile about the whole system. Further, evaluation results should be discussed privately with the worker by his superior. It might be more appropriate to allow the rate to talk about his performance first before the supervisor presents the official evaluation results. This approach places the former in a less defensive stance. An incongruence between he ratee’s and the rater’s evaluation may call for a brief review at this instance of the objectives of the unit and the established performance standards. Finally, exemplary performance should be rewarded and corrective actions should be made on performance that is below standard. 2) The president asks you for some suggestions for ways in which the present system can be improved. What would you say? As learned, for effective performance appraisal, three essential elements must be done: define performance, facilitate performance and encourage performance. Through concerted efforts among management and personnel, specific objectives must be identified as well as standards by which the extent for accomplishment of these objectives would be measured. Reward should likewise be linked with performance; reward is and should be anchored on performance. The evaluation process takes some definite activities in order to be organized and specific. Evaluation can be conducted by the employee himself, colleagues or co-workers, supervisor or manager, and by employees. If this rating scheme is applied, each group uses different criteria set up and approved by both management and employees. Further, evaluation results should be discussed privately with the worker by his superior. It might be more appropriate to allow the rate to talk about his performance first before the supervisor presents the official evaluation results. This approach places the former in a less defensive stance. An incongruence between he ratee’s and the rater’s evaluation may call for a brief review at this instance of the objectives of the unit and the established performance standards. Finally, exemplary performance should be rewarded and corrective actions should be made on performance that is below standard. 3) If you should be selected for this position, outline some steps you would take to ensure that a new performance management system will be accepted by its users. As briefly mentioned above, the essential elements of a performance management system are as follows: (1) define performance through setting of objectives; (2) facilitate performance through the provision of appropriate resources and (3) encourage performance by providing timely rewards. As such, this framework should be used to ensure that the employees would be supporting of the new system. Performance appraisal determines organizational effectiveness by measuring the contribution of each employee in attaining the achievement of organizational goals. The performance appraisal instrument should be appropriately designed in such a way that factors are incorporated to objectively measure the employee’s performance. The standards that must be used should be consistent in measuring the extent by which objectives were achieved by respective employees. In addition, the form must incorporate a space for employee’s comments; meaning, the evaluation results are discussed with the worker by the superior. Further, the performance appraisal instrument must remind the appraiser to rate the employee based on the accomplishment of objectives. The first step in performance evaluation is a joint effort by management and employees in discussing and firming up the objectives of their respective departments, divisions, units and sections. The performance appraisal instrument can be improved by stipulating the details of the rating criteria for newly promoted appraisers. Criteria should be clear and relevant to the purpose. What is measured and how it is measured must be relayed to both management and employees to solicit their participation and support. Finally, encouraging performance should link performance to reward. An employee’s excellent performance must be acknowledged and properly compensated. The need for recognition must be met. Reward that is performance based is a morale booster. 3. You are to read and answer the questions for Case 11-1 which appears on pages 451 through 455 in the text book we are using, Managing Human Reources, 8th edition, by Wayne Cascio. 1) What are the problems with Shavers present performance appraisal and salary review program? Shaver’s present performance appraisal and salary review is designed through the rating the employees from 1 to 5, with 5 designating exceptional performance and 1 indicating unacceptable performance. Actual salary is projected using hay points, converted to a control point and a compa-ratio with actual salary as a percentage of the control point being known as the employees campa-ratio. The problems with this program are as follows: (1) the formula indicates sustained candidates for promotions even for those not particularly performing well; (2) outstanding performance was not identified, acknowledged and rewarded; (3) the system is not objective enough giving leeway for subjective factors to get in the way; (4) performance is not appropriately linked to rewards and the right kinds of rewards are not given accordingly. 2) What changes in Shavers performance appraisal and salary review system would you recommend? Consistent with the elements needed for an effective performance appraisal and review system, I would design one with the following components: fair and equitable; adequate and balanced. Compensation is a denominator of productivity and job worth. The following changes are hereby recommended: a) Redesign the performance review process particularly the basis for adjustments for the salary line formula and the salaries themselves, as required. b) Review and take appropriate action regarding merit pay increases based on compa-ratio and control points, incorporating further assessments on the maximum obtainable compa-ratio of 125 – which, in practice, is really never attained. c) Revise the reward system to accommodate giving the right kinds of rewards to those who deserve them. d) Consider a combination of raters (not to rely solely on supervisors and managers). 3) Discuss the rationale and relative advantages of each of the changes you recommend. Redesigning the performance review system particularly on the basis for adjustments for the salary line formula and the salaries themselves is critical since this forms the framework for the merit increases and promotions. Since it was noted that the salaries themselves are not automatically adjusted when the salary line formula changes, it might be appropriate to focus on determining the effect of this move. As such, it might be necessary to make adjustments in salaries in response to the salary line adjustments. A decline in the individual compa-ratios every July 1 when control points are increased is already a source of discord and complaints from the employees. In relation to this, the merit pay increases would likewise be affected by the revisions in control points and compa-ratios. More importantly, the maximum obtainable compa-ratio of 125 was in fact never attained. In this regard, it might be required to adjust the cap to the attainable 115 compa-ratio and adjust the rest of the figures accordingly. Setting a goal which is not obtainable gives reasons for employees to be demotivated. In the light of readjusting compa-ratios to attainable levels and restructuring the percentage salary increases, appropriate rewards and remunerations should follow. In conjunction with this, questions arise on the exclusivity of rating by the supervisors or by management. Thereby, other raters can be considered: either peer rating, self rating or a combination of these. The more raters doing the evaluation, the more accurate information becomes. This is relevant to gain the confidence of the employees on the performance rating system and motivate them to perform. 4. Labor unions were once much more prevalent in the United States. Today, membership is approximately one-third of what it was in 1945. a) Identify and describe in detail three (3) of the trends that experts cite as evidence that union membership may be on the rise again. Union membership may be on the rise again due to the following trends: (1) the trends towards globalization and corporate downsizing necessitated the resurgence of union membership especially for workers who perceive that the increase in responsibilities and challenges required by the job naturally requires additional remuneration and benefits. (2) the emergence of women workers, immigrants and minority group settlers favor being members of unions to protect their rights and to be heard by management in the organization. (3) technological developments and advancement use the internet to voice the union’s cause and make accessibility to job information immediate and readily available. Do you agree? Why? In this regard, I definitely agree that these factors contribute to the resurgence of union membership out of the necessities of the job and out of technology. By participating in unions as members, those who are apprehensive to directly voice their opinions on job-related issues see the union as their instrument to bridge employees’ concern with top management’s mission and objectives. b) Some other experts say that there are other factors existing that may prevent labor unions from growing larger. Identify and describe three (3) of these factors. Indeed, there are factors that prevent labor unions from growing larger. Three of these factors are: (1) U.S. labor laws favor and support employers making participation and membership in labor unions limited; (2) The composition of contemporary labor force is made of white collar workers (mainly from fields of technology, insurance, electronics and information, among others) whose goals are different from the traditional blue-collar workers. (3) Young workers apply in jobs that unions have not penetrated. These jobs include financial services, banking, and computer programming. Do you agree? Why? I also agree that these factors prevent the union membership from growing larger. These inhibit workers to join the union since most focus on job mobility in diverse fields – not traditionally served by union members. In addition, young people from contemporary generation have more personal agenda than focusing their efforts on goals of the union. c) Do you think that labor unions are beneficial or detrimental to workers in the United States today? Labor unions are considered the bargaining agent or representative of the group of employees in an organization. Workers in the United States are composed of diverse group multi cultural employees with different backgrounds. Union membership is made up of workers who join the labor organization out of their own free will and accord. In general, the union serves as a link between its members and management in leadership, motivation and communication for their mutual interest and benefit. I think labor unions are beneficial to workers in the United States today. Explain why you feel the way you do regarding this issue. In this regard, it is my personal conviction that labor unions are beneficial to workers in the United States today. The motivating factors in joining unions may be economic, psychological or social. It is economically beneficial when a worker wants to improve his economic status, secure larger portion of the proceeds of production, and make life more secure. On the other hand, workers benefit psychologically when the worker, as a human being, satisfies his needs for freedom of action, self-expression, and creativity and desires the improved fulfillment of higher needs. The union provides one with an outlet for channeling constructive energy and emotional expression to his complaints and problems without fear of retaliation from ones employer. On the social realm, the union is a beneficial option when a worker develops ties and bonds of group relationships and community life. With the group, the worker is able to do things that individuals alone cannot perform. 5. Explain in detail how you would go about setting up a grievance process for the employees of a non-union organization. Grievance procedures introduce a judicial system for resolving conflicts in the organization. For employees of a non-union organization, grievance procedures are set to prevent the organization of unions, to avoid legal battles and lawsuits, and to ensure a structure organized set of equal and fair treatment for the resolution of conflicts. There are several routes which can be considered when setting the grievance process, to wit: (1) From the complain or conflict, the problem could be presented directly to the immediate supervisor. (2) If the employee is not comfortable with presenting the dilemma to the superior (or if the superior is the problem), the grievance could be directed to the following routes: a) Any member of management that the employee wants to approach a) Through a roundtable, a body of employee and management representatives who meet biweekly to resolve grievances. (3) If the supervisor was directly approached, in turn, the supervisor could present an Unresolved issue to: a) Any member of management that the employee wants to approach b) Through a roundtable (4) The minutes of the meeting from the roundtable discussions are posted to the organization’s bulletin boards for information. What would you do to ensure that the employees believe that the grievance process is fair and constructive? For the grievance process to be fair and constructive, the following elements must be present: (1) all employees must be informed of the process and the mechanics of operation; (2) employees must be advised that management would not make reprisals for their utilization of the grievance process; (3) there should be immediate and appropriate action from management once a grievance is presented; and (4) an appeal process must be provided to the employees. Read More