HRM chapter 14 15 16 megha.pptx

8/10/2019 HRM chapter 14 15 16 megha.pptx

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HRM PRESENTATIONChapters 14, 15 and 16

By:

21!65 H"tesh Ba#a#

21!$1 %y&t S'r"

21!$$ (&)a* Parashar

21!+ Madh'r andh"

21!+- Me.ha %

21!-5 N"/"ta Sa0hdea

211!1 Pratee/ Ma*h&tra211!$ P'neet 'pta

2111 Ra#an A.raa*

2111- R&h"t ar.


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CHAPTER14


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h"0s and 3a"r Treat)ent at &r/p*

Ethics:Principles of conducts governing anindividual or a group, specically thestandards used to decide what yourconduct should be.

Normative Judgments

h"0s and The a: Behavior may be Legal but Unethical: egLying

Behavior may be Illegal but Ethical: worko the clock

Behavior may be Legal but Unethical:fraudulent loans to consuers


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"0s %'st"0e 3a"r Treat"istributive #ustice


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hat 7eter)"nes

Eth"0a* Beha"&r at&r/8$oral %wareness


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at Shapes Eth"0a* Beha&opany


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'($) *+'&- %&++*-

-election

/ostering the perception of fairness in theprocessesof recruitent and hiring of people: /oral hiring procedures that test 0ob copetencies (espectful interpersonal treatent of applicants and

degree of two way counication

/eedback provided to applicants

+raining *ployees'ow to recogni1e ethical dileas

'ow to use ethical fraeworks to resolveprobles

'ow to use '( activities in ethical ways


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'($)*+'&- %&++*- 2&34+5"6

Perforance %ppraisal

%ppraisals that ake it clear that thecopany adheres to high ethical

standards by easuring andrewarding eployees who followthose standards.

-tandards are clearly dened.*ployees understand the basis forappraisals.

%ppraisals are ob0ective.


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'($) *+'&- %&++*- 2&34+5"6

(eward and "isciplinary -ystes

+he organi1ation swiftly and harshlypunishes unethical conduct

!orkplace %ggression andiolence+aking care that '( actions do not

foster perceptions of ine7uities thattranslate into dysfunctionalbehaviors by eployees


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MANAIN EMPO9EE

7ISCIPINE AN7 PRIAC9


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8%-&- 3/ % /%( %4" #9-+"-&PL4% P(3&*--

(9L*- %4" (*;9L%+34-

P33( P*(/3($%4&* -45+ %&&*P+%8L*.

%L&3'3L %4" "(9;- "3 43+ $< !+'

!3(=. P(3;(*--* P*4%L+*-

/3($%L "-&PL4%( P(3&*--

"-&PL4* !+'39+ P94-'$*4+


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NAIN 7ISMISSAS

7"s)"ssa*) is the terination ofeployent by an eployer, often against the willof the eployee.

Ter)"nate;at;"** ? the eployee canresign for any reason, at will and the eployer candisiss an eployeefor any reason

r&n.


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"rness "n 7"s)"ssa*s/ull eIplanations$ulti)step procedure!ho actually does the disissing

e0'r"ty Meas'res

"isable eployee passwords and accounts&ollect all keys and copany property%ccopany the eployees out of theiroJces


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)'n"0at"n. the Ter)"nat"

;et to the point

Plan the interview carefully

"escribe the situation

Listen

(eview all eleents of the severancepackage

dentify the neIt step


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ay&?s and 7&ns"@"n.A*ternat"es

oluntary reduction in pay plans &oncentrate eployees5 vacations

+ake voluntary tie o

(elease teporary workers

3er early retireent buyout packages


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H9 7O OR(ERS ORANIE

INTO A NION8-olidarity+o get their fair shareproved wages, hours, working

conditions, and benets+o protect theselves fro anageentwhis

&onditions /avoring *ployee3rgani1ationLow orale/ear of 0ob loss%rbitrary anageent actions


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!'%+ "3 9434- !%4+K

9nion -ecurity

proved wages, hours,

working conditions, 0obsecurity, and benets

9nion 8argaining %is

&losedshop

3penshop

9nionshop

%gencyshop

$ebership

aintenance


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&ollective 8argaining

% process through which representatives ofanageent and labour eet to negotiatewages, hours, and ters and conditions ofeployent in good faith.

OO7 3AITH BARAININ 8oth parties counicate and negotiate.

+hey atch proposals with counterproposalsin a reasonable eort to arrive at an agreeent

4either party can copel the other to agree toa proposal or to ake any specic concessions.


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iolations of ;ood /aith

8argaining -urface bargaining nade7uate proposals and deands

"ilatory tactics

posing conditions 8ypassing the representative

&oitting unfair labor practices duringnegotiations

!ithholding inforation gnoring bargaining ites


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&lasses of 8argaining tes

8argaining ites


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Mandatory Permissible Illegal

Rates of pay

Wages

Hours of employment

Overtime pay

Shift differentials

Holidays

Vacations

Severance pay

PensionsInsurance benefits

Profit-sharing plans

hristmas bonuses

ompany housing! meals!and discounts

"mployee security

#ob performance$nion security

Management%unionrelationship

&rug testing of employees

Indemnity bonds

Management rights as to unionaffairs

Pension benefits of retiredemployees

Scope of the bargaining unit

Including supervisors in thecontract

'dditional parties to the

contract such as theinternational union

$se of union label

Settlement of unfair laborcharges

Prices in cafeteria

ontinuance of past contract

Membership of bargainingteam

"mployment of stri(e brea(er

losed shop

Separation ofemployees based onrace

&iscriminatorytreatment


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&3LL*&+* 8%(;%44; P(3&*--


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STRI(E

% strike iswithdrawal of labour.

&ategorised into D

types:A.*conoic -trike

B.9nfair LabourPractice -trike

C.!ildcat -trike

D.-ypathy -trike

A. Picketing

B. &orporate &apaign

C. nside ;aes

D. n0unction

Resp&nse =y ane)p*&yer d'r"n. aStr"/e

E. -hut down aectedarea.

F. &ontract out work.

G. &ontinue operationsusing supervisors.

H. 'iring replaceent forstrikers


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;(*%4&*-

%ny factor involving wages, hours, or conditions ofeployent that is usedas a coplaint against the eployer.

-oe -ources of ;rievances:

A. "iscipline

B. "isissal

C. %bsenteeis

D. Plant (ules

E. 3vertie


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;(*%4&* P(3&*"9(*

;rievance procedure ay vary fro r to rbut generally has F steps:

A. ;rievant and union representative eetinforally with supervisor.

B. *ployee les a foral grievance

C. $eeting between eployee, unionrepresentative and supervisor5s boss.

D. ;rievant and union representatives5 eethigher anagers.

E. $eeting with top anageent.

F. f no solution is reached, grievance ay goto arbitration.


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(*%-34- /3( +'* "*&L4* 3/9434 $*$8*(-'P

ncreased global copetition

Laws have taken over uch of the union5s roleas the workers5 protector.

+he decline of public sector 0obs.

*ergence of the technology sector and eergence ofinternet.

#ust in tie production syste.

ncrease in outsourcing


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&'%4;4; 9434 +%&+&-

3rgani1ing professionals and white)collareployees

/oring alliances with overseas unions i.e.;lobal unions.

%dopting ways to iprove counication.

9se of 4ew '( %pps.


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&(*%+4; ';' P*(/3($%4&*!3(= --+*$-.

nvolve eployees in the foration of progras.

*phasi1e that progras eIist only to addressissues such as 7uality and productivity.

"on5t establish progras when union organi1ingactivities are beginning.

9se volunteers and rotate ebership.

$inii1e anageent participation in prograsto avoid interference or the perception ofdoination.


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CHAPTER 16


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H9 SA3ET9 IS IMPORTANT8

Sta..er"n. n')=er &< &r/p*a0e a00"dents Oer+ )"**"&n &00'pat"&na* "n#'r"es "n S per year

3reD'en0y rate &<


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3&&9P%+34%L -%/*+ L%! 4 4"%)

+he /actory Law, ADH+he $ines %ct, AEB

+he "ock !orkers %ct, AHF+he &ontract Labour %ct,AGM

+he !orken5s &opensation%ct, ABC


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!hat &auses

%ccidentsK

9nsafe &onditions *ployees5 9nsafe %cts &hance occurrences : &hance occurrences are ore or

less beyond anageent5s control.

nsa


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*ployees5 9nsafe %cts

9nsafe acts can undo even the bestattepts to reduce unsafe conditions. 4o easy answer to the 7uestion what

causes people to act recklessly.

;rowing evidence that people withspecic personality traits ay indeedbe accident prone. /or eIaple ipulsive, sensation

seeking, eItreely eItroverted peopleare ore likely to have accidents.


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'ow +o Prevent %ccidents

dentify and *liinate 9nsafe conditions and*ployees unsafe acts.

(educe 9nsafe &onditionso

-afety engineers should design 0obs toreoveNreduce physical ha1ards.

o &hecklists can help identify and reoveha1ards.

o &oputeri1ed tools to design safere7uipent.

o 9se personal protective e7uipent.o 9se adinistrative eans, such as 0ob

rotation.


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(educing 9nsafe %cts

o+hrough -election and Placeent.o+hrough +rainingo+hrough $otivation : Posters, ncentives,

and Positive (einforceento 9se 8ehaviour)8ased -afetyo 9se eployee Participationo &onduct safety and 'ealth %udits and

inspection


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OR(PACE HEATH HAAR7SPr&=*e)s and Re)ed"es

!orkplace eIposure ha1ards include:&heicals and other ha1ardousaterials+eperature eItrees8ioha1ards*rgonoic ha1ards

Industrial hygiene (OSHA standards)(ecognition*valuation

&ontrol


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%-8*-+3- *


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4/*&+39- "-*%-*-

+o prevent entry or spread into workplaces

$onitor &"& travel alerts. 'ealth concernsand precautions

"aily edical screenings on return froinfected areas. "eny access to eployees forAM days, who are likely to have contractedinfections or showing syptos

"isinfection of workplace

-everal lunch breaks to avoid overcrowding

-tress on hygiene


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-+(*--, 89(439+ %4" "*P(*--34

&auses for -tress

!orkplace factors) !ork schedule, pace ofwork, 0ob security, route to and fro work,workplace noise, poor supervision, nuber

and nature of custoers and clients Personal factors) +ype % personalities

&onse7uences

%nIiety, depression, anger, cardiovascular

diseases, headache, accidents, early onset%l1heier5s disease

/or eployer) "iinished 7uantity and 7ualityof perforance, increased absenteeis.


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(*"9&4; #38 -+(*--

"r. =arl %lbrecht) Stress and the anager

8uild rewarding, pleasant, cooperative relationships withcolleagues and eployees

"on5t bite o ore than you can chew

8uild an eective and supportive relationship with the boss.4egotiate for realistic deadlines

;et uch lead tie to prepare for events

/ind tie everyday for detachent and relaIation. =eepyourselves refreshed and alert

/ind ways to reduce unnecessary noise

"elegate routine work whenever possible Liit interruptions

"on5t put o dealing with distasteful probles

$ake a constructive worry list with solution for every proble

;et ore and better 7uality sleep

89(439+


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89(439+ "ef: !Total de"letion of "hysical and mental resources

caused by e#cessi$e stri$ing to reach an unrealistic wor%&related goal'.

-yptos) irritability, discourageent, eIhaustion,cynicis, entrapent, resentent

'ow to head o burnoutK

8reak your patterns

;et away fro it all periodically (eassess your goals in ters of their intrinsic worth

+hink about your work

"epression !arning signs) Persistent sad, anIious, epty oods

sleeping too little, reduced appetite, loss of interest inactivities once en0oyed, restlessness or irritability, diJcultyconcentrating.

&ounselling and eployee assistance progras

L4 $P9+*()(*L%+*"


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L4 $P9+*( (*L%+*"*(;343$& P(38L*$- &oon probles) short ter eye burning, itching

and tearing, eye strain and soreness. 8ackachesand neck aches. &uulative otion disorders.

;eneral recoendations

C)E in break fro working at the coputer every

BM)DM in "esign aIiu QeIibility to the workstation

(educe glare. Proper positioning of the onitor

Proper positioning of the libs

&r/p*a0e S)&/"n.

(educed productivity and increased absenteeis

Passive sokers hared ore

IOENCE AT OR(


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IOENCE AT OR(

Likelihood ore for 0obs involving physical care and

inQuential decisions, control over others, handlingweapons, security functions

!oen ore fre7uently victis of assault

Prevention and Precaution

'eightened security easures) iproved lighting,alars, drop safes, increased staJng etc.

proved eployee screening) 8ackgroundverication

!orkplace iolence +raining *nhanced attention to eployee retentionNdisissal

"isissing violent eployees

"ealing with angry eployees


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3&&9P%+34%L -*&9(+ %4" -%/*+

&oprehensive corporate anticrie progra &opany philosophy and policy on crie

nvestigations of 0ob applicants

&rie awareness training

&risis anageent

-etting up a 8asic -ecurity Progra

%naly1e current le$el of ris%

4atural security

$echanical security

3rgani1ational security

*vacuation Plans

Documents

HRM chapter 14 15 16 megha.pptx