Upload
alessandro-del-luce
View
225
Download
0
Embed Size (px)
Citation preview
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 1/383
HUMAN RESOURCE
&
INDUSTRIAL RELATIONS
By
ZAINOL ABDULLAH
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 2/383
RULES OF THE GAME
Linguistic and lingo.
Be happy, be jolly.
R & R (Rest & Relax).
Be democratic & Respect others.
e.g. arts of using HP
Interactive.
Slowly BUT surely.
If you are blur, its OK, you are a normal.
ABNORMAL IS THE BEST.
ENJOY & GOOD LUCK !!!!!!!!
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 3/383
Q UOTATIONS Ngarere, Ex-President of Tanzania:
THE TRANSFER OF WEALTH FROM THE RICH TO THE POOR IS NOTCHARITY, IT IS A JUSTICE.
Principle of Learning Organization:
LEARNING, UNLEARNING & RELEARNING.
Jedi Master, Star Wars:
DO IT OR DONT, DONT TRY.
Italian Job:
TRUST OTHERS, BUT NOT THE DEVIL IN THEM.
YOU COULD ONLY MAKE MISTAKE ONCE, IF YOU MAKE THE SAMEMISTAKE AGAIN, YOU JUST A FOOL.
OPPORTUNITIES MAY COME MANY TIMES, THE PROBLEM IS THAT AREYOU PREPARED TO TAKE IT.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 4/383
MAJOR OBJECTIVES
Understand HRM and the importance of HRM. Understand the influence of environmental
factors toward the dynamic of HRM.
Understand the process of HRM. Managing productivity: employer & employee.
Understand the issues of human resourcemanagement and techniques to solve theproblems.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 5/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 6/383
INTRODUCTION
WHAT IS
HUMAN RESOURCE?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 7/383
Individuals f rom outsidef orming group.
Diff erent culture & values.
Diff erent needs & wants.
Diff erent abilities (knowledge & skills) &
motivation.
Asset to organization.
Main element/f actor to the survival of the
organization.
Need to manage to be productive.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 8/383
ORGANIZATION
CUSTOMERS
HUMAN
RESOURCE
MANAGEMENT/S
YSTEM
PRODUCTS/
SERVICES
ENVIRONMENT
- HRM- PRODUCTION
- PROCESSING
- MARKETING
- LOGISTIC
- IT
- LEGAL
- ect
GOLDEN TRIANGLE
CONCEPT
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 9/383
IF YOUR EMPLOYEE LOOKS LIKE THIS PROBABLY EASY TO MANAGE
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 10/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 11/383
HUMAN FACTOR
(FAKTOR MANUSIA)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 12/383
SIAPAKAH DIRI KITA
SEBENARNYA?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 13/383
SIAPAKAH DIRI KITA SEBENARNYA?
KEJADIAN & KELAHIRAN
DIRI KITA
NILAI DIRI
PENINGKATAN NILAI DIRI
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 14/383
1: KEJADIAN & KELAHIRAN
IBU + BAPA DIRI KITA
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 15/383
HUMAN BEING
(MANUSIA)
UNIQ UE
COMPLEX
DIFFERENT
VISION/GOALS/
OBJECTIVES
DIFFERENT
CULTURE
COMPLICATEDDIFFERENT
ETNICS/BACKGROUND
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 16/383
IBU + BAPA
DIRI KITAFIZIKAL & MENTAL/SIPIRITUAL
OTAKKANAN & KIRI
AKAL
KEBAIKAN (+) KEBURUKAN (-)
NILA
I
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 17/383
2: DIRI KITA
LUARAN (FIZIKAL)
- Bentuk tubuh
- Rupa paras
DALAMAN (SIPIRITUAL)
- Dikuasai oleh: otak pemikiran (akal)
- Otak kanan (kreatif ) & otak kiri (logika)
- Akal mempertimbangkan baik/buruk (nilai).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 18/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 19/383
FAKTOR-FAKTOR PEMBENTUKAN
NILAI DIRI
DIRI SENDIRI
PERSEKITARAN- Ibu & bapa- Keluarga- Kawan-kawan- Lain-lain f aktor persekitaran
Ekonomi Politik Sosial Budaya Demografi Geografi Persaingan Teknologi
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 20/383
KAITAN INDIVIDU & PEMBENTUKAN
NILAI DIRI DENGAN PERSEKITARAN
UDARA, TANAH
&
AIR
FLORA &
FAUNA
GLOBAL
NEGARA
MASYARAKAT
ORGANISASI
RAKAN
KELUARGA
INDIVIDU
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 21/383
KEPENTINGAN NILAI DIRI
ASAS pembentukan BUDAYA (culture).
BUDAYA: (cara hidup)
Elemen budaya:
- Hero : mentor, guru, dll
- Simbol : kostum, religion, dll
- Ritual : adat, perayaan, protokol, dll- NILAI
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 22/383
NILAI RAKYAT MALAYSIA
Keputusan ramai/demokrasi
(Focus on collectivity).
Orientasi hubungan (Relationship-oriented).
Menghormati orang tua (Respect elders). Ketaatan (Loyalty).
Lapisan kekeluargaan (Hierarchical).
Kef ahaman keugamaan (Religion). Kehamonian/Kedamaian (Harmony).
Maruah (Face/dignity).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 23/383
3: PENINGKATAN NILAI DIRI
KEBOLEHAN & MOTIVASI
ISU PANDAI & CERDIK
BEKERJAYA KEPENTINGAN INDIVIDU DALAM
ORGANISASI
KITA SEBAGAI PEMIMPIN &
USAHAWAN/ INTRAPRENEUR
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 24/383
(i) KEBOLEHAN & MOTIVASI
(Asas produktiviti individu) Individu (sumber manusia) yg produktif iaitu seseorang yang mampumelaksanakan tugas dengan ef ektif & ef isien.
BERKAITAN DENGAN PERLAKSANAAN TUGAS
(JOB PERFORMANCE):
Perlaksanaan Tugas = f (Kebolehan) (Motivasi)
Kebolehan = Pengetahuan + Kemahiran
Pendidikan + Latihan
Motivasi = Sikap
Pembangunan
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 25/383
(ii) ISU PANDAI & CERDIK
PANDAI = KEBOLEHAN
(pengetahuan + kemahiran)
CERDIK = TAHU MENGGUNA AKAL/KEPINTARAN(tahu menggunakan KEBOLEHAN tertentu padaMASA tertentu dan di TEMPAT tertentu).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 26/383
(iii)(iii) BEKERJAYABEKERJAYA
SUATU PEKERJAAN
MEMPUNYAI CIRI-CIRI BERIKUT:
- PROSPEK
- GANJARAN (EKTRINSIK &INTRINSIK)
- SUASANA PEKERJAAN
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 27/383
PEMBANGUNAN KERJAYA
1.Pekerja kepada majikan (pekerja).
2.Bekerja sendiri (self employed) (BOSS +pekerja).
3.Anda seorang BOSS (taukeh).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 28/383
(iv) KAITAN INDIVIDU &
SUMBER MANUSIA DALAM ORGANISASI
INDIVIDU DATANGNYA DARI LUAR SESEBUAH
ORGANISASI.
SETELAH MENJALANI PROSES PEMILIHAN
SESEORANG INDIVIDU AKAN MENJADI
SUMBER MANUSIA TERPENTING PADA
SESEBUAH ORGANISASI.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 29/383
PENTINGNYA SUMBER MANUSIA DALAM
PEMBANGUNAN ORGANISASI
Sumber terpenting & terhad.
Memiliki kebolehan (pengentahuan &kemahiran) & motivasi.
Susah dibangun & dikekalkan tahapkebolehan & motivasi.
Sensitif sukar memahami & memenuhi
keperluan ekonomi & sosial.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 30/383
(v) KITA SEBAGAI PEMIMPIN &
USAHAWAN/INTRAPRENEUR
PEMIMPIN:
- Ada pengikut.
- Dilantik/diterima oleh pengikut.
USAHAWAN:
MEMPERNIAGAKAN HASIL KREATIVITI/INOVATIF SENDIRI.
PENIAGA:
MEMPERNIAGAKAN HASIL KREATIVITI/INOVATIF ORANG LAIN.
INTRAPRENEUR
:
- PEKERJA yang produktif
- mengutamakan produktiviti
(f aedah > kos)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 31/383
Kata-kata Prof . Hamka:
Disaat KELAHIRAN kamu menangis tetapi orang lain
gembira menerimanya, oleh itu BERUSAHALAH
UNTUK KEJAYAAN SEMASA HIDUPMU agar
disaat KEMATIAN biar kamu tersenyum
menerimanya tetapi orang lain akan bersedih
menghadapinya.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 32/383
DEFINITIONS OF HRMDefinition of Human Resource Management Human resource
management (HRM), as defined by Bratton, J. & Gold, J.(2003), is
A strategic approach to managing employment relationswhich emphasizes that leveraging peoples capabilities iscritical to achieving sustainable competitive advantage,
this being achieved through a distinctive set of integratedemployment policies, programs and practices.
Purpose: To ensure people employed by the organization are being
used as eff iciently and eff ectively as possible and they contribute towards achieving the organizational goals.
To improve the productive contribution of people to theorganization in ways that are strategically, ethically andsocially responsible.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 33/383
The utilization of a firm¶s human r esour ces toachieve organizational objectives.
A group of people who work together toachieve common goals.
Human Resour ce Management (HRM) is the
function within an organization that focuses onrecruitment of, management of, and providingdirection for the people who work in theorganization.
µIt is the organizational f unction that deals with
issues related to people such as compensation,hiring, performance management, organizationdevelopment, safety, wellness, benefits,employee motivation, communication,administration and training´.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 34/383
Benef its of eff ective
human resource management
Employees will be satisf ied and motivated thus enabling
them to perform their duties to the best of their
abilities.
Help an organization to improve its perf ormance andincrease success.
Encourage talent retention by making employees work
meaningful and providing them with career satisfaction.
Enables employees to develop their personal andorganizational skills and knowledge (abilities)
consequently increasing their market value.
Looks into the welf are and saf ety of the employees.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 35/383
HISTORICAL FOUNDATIONS
1850 - 1920 : INDUSTRIAL REVOLUTION
- Specialization- Exploitation of workers- Worker alienation
1930 - 1950: HUMAN RELATION- Emphasis on supervisory training
- Recreational programs- Welf are programs
1960 - 1990: NEW DEVELOPMENTS- Increased labour legistlation- Organizational growth
- Rapid technological changes- Improvement of labour trainingrequirements
- Utilization of advanced technologies- Increasing of women labours- Less skilled labours
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 36/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 37/383
Development of modern human resource management
through:
- Involvement of the industrial welf aremovement (voluntary effort by employers) - to
improve the conditions of employees inside
and outside of the work place.
- To provide assistance to employees to
purchase a home, medical care, or
assistance f or education.
- Human relations movement - focused on
employees group behavior and employees
f eelings.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 38/383
To improve the overall organizational perf ormance
by improving employees perf ormances as well as
training and giving them opportunities to be more
eff ective and productive.
To satisf y the needs of the employees, so in turn;
they are better equipped to be more productive inachieving the objectives of the organization.
TARGET OBJECTIVES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 39/383
OBJECTIVES OF HRM
Organizational objective Functional objective
Societal objective
Personal objective
ORGANIZATIONAL OBJECTIVE:
- To contribute to organizational eff ectivenessand eff iciencies.
- To assist management to solve HR issues.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 40/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 41/383
RELATION OF ACTIVITIES TO OBJECTIVES IN HRM
MANGEMENT OBJECTIVES SUPPORTING ACTIVITIES SOCIETAL OBJECTIVE 1. Legal compliance
2. Benef its
3. Union-management relations
ORGANIZATIONAL OBJECTIVE 1. Human resource planning
2. Employee relations
3. Selection
4. Training & development
5. Appraisal
6. Placement
7. Assessment
FUNCTIONAL OBJECTIVE 1. Appraisal
2. Placement
3. Assessment
PERSONAL OBJECTIVE 1. Training & development
2. Appraisal
3. Placement
4. Compensation
5. Assessment
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 42/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 43/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 44/383
AREAS OF HUMAN RESOURCE
FUNCTIONS
Must understand complex compensation andbenef it systems, apply labor relations law,f orecast working needs, increase individual
and organizational learning, and implementorganizational change.
Must possess broad based business acumenso that they can contribute to the businessstrategy and help manage operations.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 45/383
Human Resources Managers posses a new importantrole, that requires demanding skills andresponsibilities, and multiple f unctions within the
organization:
Human Resources Development is dedicated toimproving the performance of individuals.
Organizational Development: is dedicated toimproving the performance of groups.
Human Resources Management is dedicated tomanaging the performance of individuals and groups.
Environmental Engineering is dedicated to providingthe tools and facilities that support improvedperformance.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 46/383
CHARACTERISTICS OF A HUMAN
RESOURCE PROFESSIONAL
Energized by helping people
A good communicator
Calm under pressure Able to think critically
A good listener
Interested and savvy in business Good at analyzing data and people
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 47/383
THE HUMAN RESOURCE MANAGER
The f irm has more than 100 employees.
Employees are represented by a union.
Turnover is very high (and costly).
The need f or skilled or semi-skilled labourcreates problems in recruitment or selection.
Employee morale is low.
Competition f or good personnel is especiallykeen in the market area.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 48/383
ENVIRONMENTAL
CHALLENGES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 49/383
EXTERNAL CHALLENGES
1. WORKFORCE DIVERSITY:
Demographics.
- Ethnic, age, education level, income level, sex, marital status, etc
Cultural and attitudinal diversity.
- Cultural values, social norms.
Diversity through immigration and migration.
- Immigration movement inter countries.
- Migration movement intra country.
Diversity and prof essionals.- Increase aging workforce & professionals.
- Increase young workforce.
- Less work opportunities for new job entrants.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 50/383
2. TECHNOLOGICAL CHALLANGES:
Robots
A
rtificial intelligence Shrink job opportunities
Increased demands for skilled workers
3. ORGAN
IZAT
IONAL CHALLENGES: Increasing pressure from unions higher wages &
better welfare.
4. INFORMATION SYSTEMS:
Requirement large amount of detailed information to make quality HR decisions.
To safeguard the privacy of employee records.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 51/383
5. ORGANIZATIONAL CULTURE AND CONFLICTS:
Organizational culture reflects the past and shapes of
the future.
Need to adjust proactively to achieve acceptableorganizational culture.
Need to resolve conflicts in workplace.
6. PROFESSIONAL CHALLENGES:
Required personnel with high abilities (knowledge
and skills) and relevant dynamic job experiences.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 52/383
INTERNATIONAL CHALLENGES
Globalization Legal requirements
Government interf erence Merging and acquisition Inf ormation accessibility Employee rights Equal employment & opportunities Training and development
Education and career development Overseas placement Orientation Age discrimination in employment Compensation and protection (saf ety & health) Employee relations and assessment
Immigration Workplace diversity Cultural awareness Changing roles of women Sexual harassment
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 53/383
MENGAPA PERLU SENSITIF TERHADAP
PERUBAHAN PERSEKITARAN
Tidak mampu mengubah/mempengaruhi
perubahan f aktor-f aktor persekitaran.
Terdapat peluang, ancaman & arus.
Mempengaruhi struktur oganisasi, sistem/budayakerja, dll
Mempengaruhi kelakuan individu.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 54/383
KESAN JIKA TIDAK BERSEDIA MENGHADAPI
PERUBAHAN
Jadi manusia yang tidak berkebolehan &
bermotivasi.
Tidak mampu megeksploitasi peluang-peluang.
Rapuh menghadapi ancaman-ancaman.
Merugikan pengwujudan diri.
Menyusahkan masyarakat & negara.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 55/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 56/383
HUMAN RESOURCE PLANNING
Systematically forecasts an organizations future demand forsupply of employees.
To develop staffing plans that support the organizationsstrategy by allowing it to fill job openings proactively.
DEMAND FOR HUMAN RESOURCES:
Causes of Demand:
External challenges
Organizational decisions
Workforce factors (retirement, termination, death, leaves)
Forecasting Techniques:
Expert forecasts
Trend projection forecasts
Other forecasting methods
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 57/383
SUPPLY OF HUMAN RESOURCES:
Estimates of internal supply:- Human resource audits
- Succession planning
- Replacement charts and summaries
Estimates of external supply:
- External needs
- Labour market analysis- Community attitude
- Demographics
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 58/383
SURPLUS OF EMPLOYEES:
Restricted hiring Reduced working hours
Early retirement
Layoff
DOWNSIZING: (restructuring/rightsizing)
A reduction in the number of peopleemployed by a firm.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 59/383
PLANNING NEED & REQ UIREMENTS
Planning staff levels requires that an assessment of presentand f uture needs of the organization be compared withpresent resources and f uture predicted resources.
First step is to take a 'satellite picture' of the existingworkf orce prof ile (numbers, skills, ages, flexibility, gender,experience, forecast capabilities, character, potential, etc.of existing employees) and then to adjust this for 1, 3 and10 years ahead by amendments for normal turnover,planned staff movements, retirements, etc, in line with thebusiness plan for the corresponding time frames.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 60/383
Future staff ing needs will derive f rom:
Sales and production f orecasts.
The eff ects of technological change on task needs
Variations in the eff iciency, productivity, f lexibility of laboras a result of training, work study, organizational change,new motivations, etc.
Changes in employment practices (e.g. use of subcontractorsor agency staff s, hiving-off tasks, buying in, substitution,etc.)
Variations, which respond to new legislation, e.g. payrolltaxes or their abolition, new health and saf ety requirements.
Changes in Government policies (investment incentives,regional or trade grants, etc.)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 61/383
DEVELOPING A HRM STRATEGY
Two critical questions must be addressed:
What kinds of people do you need to manageand run your business to meet your strategic
business objectives?
What people programs and initiatives must
be designed and implemented to attract,develop and retain staff to competeeff ectively?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 62/383
Seven steps to developing a human
resource strategy
Step 1: Get the 'big picture
Step 2: Develop a Mission Statement or Statement of
Intent
Step 3: Conduct a SWOT analysis of the organization Step 4: Conduct a detailed human resources analysis
Step 5: Determine critical people issues
Step 6: Develop consequences and solutions
Step 7: Implementation and evaluation of the actionplans
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 63/383
To answer these questions f our key dimensions of an
organization must be addressed
Culture:
the beliefs, values, norms and management style of the
organization
Organization:the structure, job roles and reporting lines of the organization
People:
the skill levels, staff potential and management capability
Human resources systems:
the people focused mechanisms which deliver the strategy -
employee selection, communications, training, rewards,
career development, etc.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 64/383
LEGAL REQ UIREMENTS OF HUMAN
RESOURCE MANAGEMENT
MALAYSIAN LABOUR LAWS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 65/383
MALAYSIAN LABOUR LAWS
Employment Act 1955 (incorporating 1998 amendments)- involved ALL aspects of employment.
Employees Provident Fund Act 1951- involved retirement benefits for employees.
Employees Social Security Act 1969- involved insurance and protection for employees and their families in cases of
injury or.death.
Workmens Compensation Act 1952- to compensate the employees in cases of injury during employment.
Occupational Saf ety and Health Act 1994- concerned the safety, health and welfare of employees.
Trade Union Act 1959- concerned the formation of trade union among employees.
Industrial Relation Act 1967- concerned with regulations of the relations between employers and workmen
and their trade unions.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 66/383
The Industrial Relation Act 1967- concerned with relations between employers and employees andtheir trade unions & settlement of differences/disputes from therelationship and unions.
The Trade Union Act 1959- concerned with rights and limitations of employees and their tradeunions.
The Children and Young Persons (Employment) Act 1966- regulates the employment of children and young persons.
The Factories and Machinery Act 1967- provide control of factories regarding safety, health and welfare
of the employees.
The Wage Councils Act 1947- provides for statutory fixation of minimum wages for employees
in particular industries.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 67/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 68/383
Characteristics of an eff ective system
Assessing needs.
Recruiting employees
Screening candidates Selecting and hiring
Orienting new employees to the new business
Deciding compensation issues
ASSESSING PERSONNEL NEEDS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 69/383
ASSESSING PERSONNEL NEEDS
Most important principles:
All positions should be filled with people who
are motivated and possess the abilities
(knowledge & skills) to perform the job.
Accurate and realistic job specif ications.
Accurate and realistic job description.
Employees chosen on the basis of motivation
and abilities available. Specific job expectations are clearly spelled
out.
Assessing personnel needs
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 70/383
Assessing personnel needs
(audit of f uture requirements)
Can the work load you visualize be accomplished by thepresent workf orce? Does it need more or less employees?Consider seasonal patterns of demands and probableturnover rates.
Can any jobs be eliminated to f ree people f or other work?
What balance of f ull-time or part-time, temporary orpermanent, hourly or salaried personnel do you need?
What does the labor supply look like in the f uture?
Will you be able to f ill some of the jobs you have identif ied?How easily?
What qualif ications are needed?
S C IO OC SS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 71/383
SELECTION PROCESS:
Process of selecting a competent person for eachposition is best accomplished through asystematic definition of the requirements foreach job, including the skills, knowledge andother qualifications that employees must possess
to perform each task.
To guarantee that personnel needs areadequately specified:
conduct a job analysis. develop a written job description.
prepare a job specif ication.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 72/383
Job Analysis
Job analysis is a systematic investigation that collects
all information pertinent to each task performed by anemployee.
Identif y the skills, knowledge and abilities required of that employee, and determine the duties,responsibilities and requirements of each job.
Job analysis methods:- Questionnaires
- Observation- Interviews- Employee recording- Combination of methods
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 73/383
To obtain inf ormation f or a job analysis, your
need to seek answers to the f ollowing:
What is the purpose of the job?
What tasks are involved in the job?
What qualif ications and skills are needed to do iteff ectively?
In what kind of setting does the job take place?
Is there much public contact involved?
Does the job entail much time pressure?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 74/383
Then identif y the f ollowing:
Job title.
Department. Supervision required.
Job description -- major and implied duties and responsibilities.
Unique characteristics of the job including location and physical setting.
Types of material used.
Types of equipment used.
Q ualif ication
Experience requirements.
Education requirements.
Mental and physical requirements. Manual dexterity required.
Working conditions (inside, outside, hot, cold, dry, wet, noisy, dirty, etc.).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 75/383
Job Description
The job analysis is used to generate a job
description, which def ines the duties of each
task, and other responsibilities of the position.
The description covers the various task
requirements, such as mental or physicalactivities; working conditions and job hazards.
The approximate percentage of time the
employee should spend on each activity is also
specified.
Job descriptions focus on the what, why, where
and how of the job.
A d t th t id i f ti
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 76/383
- A document that provides inf ormationregarding the tasks, duties and
responsibilities of a job.
- Job title, location & grade.
- Relationships
- Purpose of the job.- Lists of duties & responsibilities.
- Terms & conditions.
- Negative aspects of the job.
- Future prospects.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 77/383
Job Specif ication
The job specification describes the personexpected to f ill a job.
It details the knowledge (both educational
and experiential), qualities, skills and abilitiesneeded to perform the job satisfactorily.
The job specification provides a standard
against which to measure how well an
applicant matches a job opening and should
be used as the basis for recruiting.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 78/383
Job specification
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 79/383
Job specif ication- A document that outlines the minimum
acceptable qualif ications a person
should possess to perform a particular job.
- Academic qualifications
- Working experience- Attainments/achievements- Attitude- Interests
- Physical factors- Disposition- References
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 80/383
RECRUITMENT
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 81/383
Job Analysis
- Job Description
- Job Specification
Attract applicants
Collect information on applicants
Offer jobs to suitable candidate
Hold induction program
Job analysis
Attract applicants
Collect information on applicants
Offer job to suitable candidate
Hold induction program
RECRUITING
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 82/383
RECRUITING Aware of the legal environment (legislation) in which the
business operates, especially:
- Malaysian Employment Act 1955
- Industrial Relations Act 1967
- Trade Union Act 1959
Extremely important to efficient recruiting.
Also a need to be aware of discriminatory elements such as:
- Race/Origin.
- Sex Pref erence
- Weight.- Disability.
- Handicap.
- Political activity, etc
f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 83/383
Methods of Recruitment
Internal searches
Public and private employment agencies
Job f air and hiring exhibitions
College campuses and career off ices
Trade shows
Ref errals f rom employees or colleagues in theindustry
Newspaper and Internet advertising Corporate head-hunters (people who try to
attract people at other companies)
Normally the following approaches
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 84/383
Normally the f ollowing approaches
are taken:
Look inside the company
Networking and personal ref erences
Employment agency or search f irm
Unsolicited résumé Newspaper or Internet want ads
Eff ective recruiting requiresthat you know where and howto obtain qualif ied applicants.
Major Sources of Recruitment
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 85/383
Major Sources of Recruitment Present employees
- Promotion from within tends to keep employee morale high.
- Current employees should be given first consideration forany job openings.
- Shows support and appreciation of current employees.
Unsolicited applicants
-
Businesses receive many unsolicited applications fromindividuals.
- Should kept on file for future reference.
Education Institutions (Schools/Colleges/Universities)
- Recruitments at schools, trade schools, vocationalschools, colleges especially if prior work experience is not a
major factor in the job specification.
- Excellent sources for part-time employees.
NST
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 86/383
NST
10/7/2009
Public employment off ices
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 87/383
- The Employment Service of the Ministry of HumanResource and state employment offices to provide
no-cost brokerage of applicants who are seekingemployment.
- They also have an up-to-date file on potentialemployees who possess a wide range of skills.
Private employment agencies
- These firms provide a service for employers andapplicants by matching people to jobs in exchange for
a fee.
- Some fees are paid by the applicants, and there is nocost to the employer; for highly qualified applicants inshort supply, the employer sometimes pays the fee.
Advertising
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 88/383
Advertising
- Gaining access to the pool of potential employees.
- Simplest BU
T could be costly.- More sophisticated methods involve using local
media, primarily print sources such as daily andweekly newspapers.
- The classified pages of newspapers are frequently consulted by active job seekers, includingcurrently employed individuals who may betempted by a more attractive position.
- Other advertising media include radio and
television. Tend to have a wider appeal than thenewspaper; however, the price of anadvertisement is correspondingly higher.
Employee ref errals
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 89/383
- References by current employees may provideexcellent prospects for the business.
- Evidence suggests that current employeeshesitate to recommend applicants with belowaverage ability.
Specialty media publications- Such as trade association magazines and
newsletters, may also produce quality jobapplicants.
- There are efforts in some parts of the country tooffer business employers access to internet andcommunity bulletin boards.
W d f M h
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 90/383
Word of Mouth
- Most commonly used & effective recruiting
sources in the business community.
Specialty media publications
- Such as trade association magazines andnewsletters, may also produce quality jobapplicants.
- There are efforts in some parts of the country to offer business employers access to internetand community bulletin boards.
SCREENING
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 91/383
SCREENING Screening process provides information about an
individual's skills, knowledge and attitudes,enabling a potential employer to determinewhether that person is suited to, and qualifiedfor, the position.
Hiring an overqualified person can be as harmfulas hiring an under-qualified person.
Job application started with:
- Application f orms
- Resume
COLLECT INFORMATION ON APPLICANTS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 92/383
Application f orm- Provides information on the person's background and
training and is the first means of comparing the applicantwith the job description.
- Following information is asked on an employmentapplication form: name, address, telephone number,national registered identity card number (myKad), kind of work desired, work experience, education, hobby,
computer skills and references.
Resume (CV)- Provide information about the applicant, regarding
personal profile, education background, working
experience, achievements, skills, hobbies and references.- Appropriate for executive, professional and other relevant
managerial positions.
RESUME/CV
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 93/383
RESUME/CV
Self promotion
Communication medium(observed by potential employer: Average:10 20 sec. Maximum: 2 3 minutes).
Objective: to win an interview.
Mission: create an outstanding resume as a
superior candidate f or the job.
HINTS ON RESUME WRITING
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 94/383
HINTS ON RESUME WRITING
Specif ic & direct
Create interest
COMMON FAULTS IN RESUME WRITING
Lengthy
Very sketchy & short Very wordy
Exaggerated
Not prof essional
Grammatical errors & misspelled words
Lacking career objectives
Boasting
Fraud
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 95/383
Papers and Publications:
Li t ll l t d bli ti (i l d titl d t & b i f l ti f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 96/383
List all relevant papers and publications (include: titles, date & brief explanation of the papers and publications).
Awards and Achievements:
List all relevant awards and achievements (include dates).
Memberships:
List all participated clubs & associations during studies & outside (include theappointed posts in the clubs & associations).
Sports & Extracurricular Activities:List all participated sports & extracurricular activities (include any appointed posts& duration participated).
Skills:
List all acquired skills, e.g. linguistic, IT programs, etc
Personal Interest and Hobbies:
State your personal interest and hobbies.
Ref erees:
List at least TWO distinguished referees who could provide recommendations.
Experienced Applicant
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 97/383
Experienced Applicant Personal Prof ile:
- Name
- Address
- Contact Numbers & E-Mail
Summary:
Brief summary about positive values of yourself.
Objective:State you career objective, normally related to the job you applied
Job Experiences:
List all relevant job experiences (include: posts, duration, brief explanationabout the jobs & achievements).
Papers and Publications:
List all relevant papers and publications (include: titles, date & brief explanation of the papers and publications).
Awards and Achievements:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 98/383
List all relevant awards and achievements (include dates).
Memberships:List all participated clubs & associations during studies & outside (include
the appointed posts in the clubs & associations).
Sports & Extracurricular Activities:
List all participated sports & extracurricular activities (include any appointed posts & duration participated).
Academic Q ualif ications:
- List all relevant academic qualifications (include: qualification types,
dates offered & brief explanation about the study
contents/modules).
- Enclosed the detail transcripts.
Skills:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 99/383
List all acquired skills, e.g. linguistic, IT programs, etc
Personal Interest and Hobbies:
State your personal interest and hobbies.
Ref erees:
List at least TWO distinguished referees (with full information) who couldprovide recommendations. Please informed the referees before listedtheir information.
IMPORTANT:
List the most recent events/inf ormation f irst.
Use PROPER English f or corporate resume/application & Bahasa Malaysia f orgovernment resume/application.
Enclose a cover letter, stated current and expected pay (BUT be caref ul not to be
trapped with expected pay). Enclose a recent pleasant & presentable (off icial) photograph.
Prepare a presentable cover and properly binded (advisable to f urnish withplastic cover).
Enclose ALL photocopies of diplomas, certif icates & letter of attendances(advisable ALL documents to be certif ied f or government resume/application).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 100/383
JOB INTERVIEW
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 101/383
DEFIN
ITION
- A job interview is a process in which apotential employee is evaluated by anemployer for prospective employment in their
company, organization, or f irm, and wasestablished in the late 16th century.
- The job interview gives the potentialemployee and potential employer a chanceto learn more about each other.
During the interview the manager learns more about
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 102/383
During the interview, the manager learns more aboutthe applicant through f ace-to-f ace contact, includingobservation of personal appearance.
The interview should be guided, but not dominated, by the manager as it is important to let the candidatespeak freely.
Whenever possible, the interviewer should askquestions that are directly related to the job.
Devise a list of questions that will adequately assessthe applicant's qualifications while meeting thespecifications for the job.
Other screening techniques include employment tests
and physical examinations. Some employment testsmeasure aptitude, achievement, intelligence,personality and honesty. A physical examinationdetermines if the applicant meets the health standardsand physical demands of the job.
Three major errors of ten committed in
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 103/383
the personal interview
Failure to analyze the requirements of the job insuff icient detail to generate valid questions.
Failure to ask candidates the right questions to
determine their strengths and weaknesses, and
their f it with the job.
Too much reliance on gut reaction instead of objective evaluation of candidates based on criteria
established in the job specif ication.
List of techniques to select the right applicant for
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 104/383
the job
Review the job description bef ore the interview.
Break the ice -- establish a f riendly atmosphere.
Develop an interview time plan and stick to it.
Keep an open mind, i.e., don't f orm an opinion too early.
Give the candidate time to tell his or her story; do not talk
too much. Present a truthf ul picture of the company and the job.
Listen caref ully, concentrate and take notes.
Avoid detailed discussion of salary too early in theinterview.
Be courteous. Do not leave the candidate hanging -- discuss the next
step in the hiring process and the timing
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 105/383
HOW TO DRESS FOR A JOB INTERVIEW
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 106/383
Neat hair.
Clean look. Prof essional outf it.
Brief case/portf olio.
Comf ortable shoes.
OPTIONAL:
Tastef ul jewelry.
Suble f ragrance.
Manicure. Natural looking make-up.
New haircut.
Some tips:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 107/383
Some tips:
Ask dress code. Align with what other employees wear.
Dont be over-dressed.
Tastef ul. Clean.
Prepare early.
Reach early.
No drink & smoke.
P l G i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 108/383
Personal Grooming
Personal grooming (also called titivating) isthe art of cleaning, grooming, and maintainingparts of the body.
Grooming in humans typically includesbathroom activities such as primping: washingand cleansing the hair, combing it to extracttangles and snarls, and styling. It can also
include cosmetic care of the body, such asshaving.
Elements of Personal Grooming
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 109/383
Elements of Personal Grooming
First impression.
- Conversation.- Punctuality.
- Honest.
- Presentable.
- Smile.
- Attitude.
Appearance
- Clothes
- Shoes
- Belt/handbag- Watches
- Hair
- Nail
Body language
- Facial
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 110/383
Facial
- Eye contact
- Smile
- Hand/leg
Voice
- Tone (loudness)
- Slang/lingo
- Pronunciation
- Sound sincere & confident
Breath
Smell
Handshake- Not bone crushing
- Eye contact while handshake
Etiquette
- Respect culture including values.
Personal Grooming Tips for Business Men
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 111/383
Personal Grooming Tips f or Business Men
Take a hard look at the condition of your shoes and clothing
(careful with colours & fashions). Better be conservative (exceptional if you are in the
entertainment of fashion industry).
Clean your face at least twice a day with a face cleanser.
Apply a moisturizer.
use a solar protector - the most effective anti-agingsolution.
Keep your hair in good shape; a good haircut every 4 to 6weeks will keep your hair looking great.
K
eep your eyebrows in control. Know the right tie knot.
Choose the right belts (colours & buckels).
Apply proper & appropriate fragrant (for day/night &relevant to the functions official/casual) .
Personal Grooming Tips for Business Women
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 112/383
Personal Grooming Tips f or Business Women
Perf umes, Scents, and Odors in the Workplace:
- Avoid wearing perfume and heavily- scentedproducts in all business settings.
- Never smell like smoke
How to Present Prof essional Looking Fingernails andHands:
- Women often use their hands to talk with so they become a focal point.
- It is important to have hands and fingernails
looking professional -- not like you are heading outfor a wild night on the town.
- Nails should be clean, and trimmed or sculpted. Avoidwearing unusual or shocking nail colors. Nail art andnail jewels are not acceptable for business meetings.
Hairstyling Tips f or Business Women:
l h ld b d d f bl ff
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 113/383
- Style should be neat and conservative, and preferably off the face.
- With few exceptions, hair color should not be shocking orunusual (leave blue hair for Halloween).
- Hair sprays and gels that have a strong scent or odorshould be avoided.
Business Makeup Advice:
- Keep it simple and appropriate for daytime. Wearing nomakeup at all is almost as bad as wearing too muchmakeup.
Appropriate Jewelry f or Business Women:
-J
ewelry should not be noisy (no metal bangle bracelets),too large, or costume jewelry.
- Keep earrings small, simple, and above the earlobe.
- It is better to wear no jewelry at all, than too wear too much jewelry. But all business women should at least wear a nice,
conservative wrist watch.
HOW TO OVERCOME NERVOUSNESS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 114/383
HOW TO OVERCOME NERVOUSNESS
Preparation
± Know yourself.
± Know your target employer.
Practice.
Rowboat technique.
3 THINGS FOR A SUCCESSFUL
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 115/383
INTERVIEW
1. You must have a strategy.
2. You must prepare f or the interview.
3. You must know how to conduct
yourself in the interview.
INTERVIEW STRATEGY
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 116/383
INTERVIEW STRATEGY
MAKE SURE YOU CAN BE REMEMBERED:
- Skills
- Knowledge/qualif ications
- Experience
TWO THINGS NEED TO UNDERSTAND ABOUT THE INTERVIEWPROCESS:
1. Its all about the equal exchange of inf ormation in the interview.
2. You need to understand what the interviewer is looking f or:
(i) Can you do the job?(ii) Can you do the job at their company?
(iii) Do you f it?
Interview Preparation
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 117/383
Interview Preparation(i) Personal Preparation
Physical Preparation: ± Health awareness to remain healthy.
± Personal grooming to look smart.
± Prepare proper dressing. ± Prepare favourable f ragrant and cosmetic (for ladies).
Mental/Mind Preparation: Acquire detail inf ormation about the organization. Need to
visit the organization and some information could be retrievefrom internet and libraries.
Advisable to make personal analysis about the organizationand the related activities.
(ii) Document Preparation:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 118/383
( ) p
Ready all original diplomas and certif icates
relevant to academic qualifications and
intended seminar/training (all documents
should be properly labeled and arranged in aclear folder).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 119/383
Conducting the interview
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 120/383
Conducting the interview- Timing
- Venue- Condition of interview room
- Number of interviewers
- Topics/subjects to be discussed inthe interview
- Ask the right questions
- Avoid stress techniques
- Establish rapport- Closing remarks
- After the interview
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 121/383
What is wrong with the situation?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 122/383
What is wrong with the candidate and interviewers?
How should the candidate present himself at the interview?
How should the interview being conducted?
How You Will Be Assessed?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 123/383
First impression.
Your answers to questions. How you speak.
Your attitude and manner.
Body language.
Facial expression. Eye-contact.
Nervousness.
Your personal appearance.
The question you ask.
Tests and other assessment techniques.
EXECUTING THE INTERVIEW
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 124/383
10 things to do to perf orm your BEST in aninterview:
1. Arrive early.
2. Know about the position.
3. Listen caref ully to questions.
4. Always be positive.5. Tailor your resume.
6. Delay salary discussions.
7. Make the interview a conversation.
8. Know what the next steps af ter the interview.9. Completes your notes.
10.Send a f ollow up letter (within 24 days).
ANSWERING INTERVIEW QUESTIONS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 125/383
ANSWERING INTERVIEW Q UESTIONS
1. Listen to the question.
2. Be honest.
3. Be positive.
4. Answer only the question asked.5. Give a structured answer.
- what you did?
- why you did it?- what you learned from experiences?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 126/383
IMPORTANT REMINDER
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 127/383
IMPORTANT REMINDER
CALM
ORGANIZE
FOCUS
CONFIDENT
HONEST PUNCTUAL
Categories of Q uestions You Be Asked?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 128/383
Education & Training.
Work History & Experience.
Interests.
Ambitions & Motivations.
Jobs & Organization. General Topics.
Specialist & Technical Topics.
Family Background & Circumstances.
Health. Self -assessment.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 129/383
TELL ME ABOUT YOURSELF?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 130/383
Good eye contact.
Relevant experiences. Personal qualities.
Specif ic examples.
Connecting examples to reliability.
Connecting personal qualities to results.
Connecting communication skills to teaching.
Relevant character traits.
Examples of management experiences. Reconnecting the f it with opportunity.
Asking a question in the great way to close andshow interest.
WHY YOU SHOULD BE HIRED?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 131/383
Conf idence that you can do the job is a good start.
Mentioning traits & convictions speaks of who you are. Support claims with examples that can be conf irmed.
Researching the company & connecting it to your f it showsyou are serious.
Good use connecting ethics to success.
Continue highlighting traits you know the company lookingf or employee.
Sharing what makes you happy shows what motivates you.
End strong by reinstating your belief that you are a solid f it.
WHY DO YOU WANT TO WORK HERE?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 132/383
Use lif e experiences that correlate with the opportunity.
Nice examples of tying value to relevant skills.
Its appropriate to share the argument that inf luenced yourcareer path.
Site a variety of duties appropriate to the position.
Shows progressive in your career.
Researching company shows seriousness of ambition.
Its good to touch upon common philosophies.
Tie in research f indings to f urther support your desires.
Be truthf ul about the challenge and address it.
Coming back to point is a strong way to close.
WHAT ARE YOUR SALARY EXPECTATIONS?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 133/383
Researching shows you understand your marketvalue.
Using f air relay your intentions.
Highlight the match.
Unless pressed, share general expectations.
OR
Reasonable shows you are open & f air.
State expectations without specif ics when possible. Ending with a question is a good way to start
negotiations.
WHERE DO YOU SEE YOURSELF IN 5 YEARS?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 134/383
Share the key reasons you want to work f or the
company. Outline your recent position to what you like
about it.
State prof essional improvements youve donethat support your goals.
Tie your career goals to specif ic duties that arepossible with the company.
Be clear about what you want - the morespecif ic the better.
A touch of personality at the end is a great wayto close.
WHAT IS YOUR IDEAL JOB?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 135/383
Great eye contact. Support your answer with personal traits.
Showing that you are a team player in a good thing.
Tie together those personal traits to tasks that the
job would entail.
List strengths relevant to the opportunities.
End strong with the most signif icant responsibility
of the job.
WHAT IS YOUR GREATEST ACHIEVEMENT?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 136/383
Start with an overview then go into thedetails.
Highlight characteristics that contribute to
your achievements. Connecting examples to the position in a
strong way to end.
SHARE A CONFLICT RESOLUTION
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 137/383
Set the stage with detailed examples.
Its good to speak up & state your ethics.
Did not bad-mouth the employer.
Conf lict resolution style is using scenarios.
Showing diligence to get a result.
WHAT WOULD YOU DO TO GAIN RESPECT?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 138/383
Start by brief ly highlighting your generalplan.
Brief ly state the actions you would take to
enact your general plan.
Observing and questioning shows your
respect f or your new co-workers.
Making an eff ort to know your co-workers
shows you are a team player.
HOW DO YOU STAY CURRENT?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 139/383
State your memberships relevant to yourdiscipline.
Attending events shows true passion f orgrowth.
Rather than just listing publications, statewhat you gain f rom them.
Listing a variety of sources shows your
learning approach is well-rounded. End conf idently.
WHAT IS YOUR DISCIPLINARY STYLE?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 140/383
Share how much & why you value discipline. Explain the details & the benef its of your
styles.
Give detailed examples of how you handled
disciplinary actions.
Share with you like it & the positive traits it
can help develop in a person.
WHAT ARE YOUR MAJOR
WEAKNESSES?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 141/383
WEAKNESSES?
State your weaknesses that could
be positive values to the
organization.
Dont discredit yourself .
Justif y that you are willing to learn& upgrade yourself .
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 142/383
WHATIS AN
EXIT INTERVIEW?
Do you prepare f or that?
UNCERTAINTIES/CONFLICTS FOR JOB OFFER
(Lingering Q uestions)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 143/383
Am I qualif ied to perf orm the job?
Can I perf ormed the job eff ectively & eff iciently? What about the competition in the workplace?
Can I adapt to the job environment & workplace?
How long can I survived with the job?
Am I ready to be relocated away f rom f amily & f riends?
Can I survived with the salary?
How long can I be promoted?
Should I f urther my studies?
Should I getting married soon?
ShouldI
depend to somebody tof inance my li
f e? Should I relax and depend to f ate?
I dont care what happen to my lif e?
SELECTING, HIRING & ORIENTATION
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 144/383
Before making the final selection, one last step should
be taken:the top candidate's ref erences should be checked foraccuracy and input.
Off er letter (Job Off er) is awarded to selectedcandidate.
Job offer is a contract
(Contract of Service/Contract of Employment).
Need to read caref ully and understand the wholeterms and conditions before signing and agree with the
job offer.
The Contract of Service/Contract of Employment:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 145/383
A contract of service can be either oral or writing.
Where an employee begins employment with an
employer for a period exceeding 1 month, the
employer shall give to the employee a writtenstatement of particulars of employment.
You can provide better terms and conditions to your
employee in a contract of service but not less favorablethen the minimum requirements provided in the
Employment Act 1955.
A contract of service shall contain particulars of : ± the names of employer and employee
the date when the employment began
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 146/383
± the date when the employment began
± the place of work or an indication of that and of the address of
the employer ± the title of the job which the employee is employed to do or a
brief description of the work for which a person is employed
± the commencement salary and where applicable otherallowances and bonus
± any terms and conditions relating to : probation period
hours of work
entitlement to holidays, including public holidays
overtime pay and leave in lieu
incapacity f or work due to sickness or injury, including any provisionf or sick pay and medical bills
EPF and SOCSO schemes
± the length of notice which the employee is obliged to give andentitled to receive to terminate the contract of service or aclause on the manner in which the contract of service may beterminated.
An employee handbook should be provided to all newemployees as it communicates important information
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 147/383
p y pabout the company to the employee.
Employee Handbook should cover the following topics:
- Welcome note f rom the CEO, MD orowner of the company
- History of the company- Introduction to the company codes of ethics
- Company products and services
- Human Resources Policy- Gazette Holidays
- Disciplinary procedures and appeals, etc
ORIENTATION/INDUCTION:
P t f ili i th it ith
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 148/383
- Process to familiarize the new recruits with
the working environment.
Important to consider:
- Content of the induction program.- Organized induction committee.
- Determine when and duration of inductionprogram.
- Determine how to organize the inductionprogram.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 149/383
Understanding of Probation
Probation is a period during which the employer monitors the
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 150/383
employee's perf ormance also known as a working test period.
The probation period is normally spelt out in the contract of serviceor letter of appointment.
If an employer deems it necessary, probationary period can beextended.
During the probation period, an employer has the right to terminatethe service for poor performance, misconduct, lacks the necessary aptitude or skill required in the position or under other similarconditions. Termination under these conditions may be withoutnotice.
Upon satisfactory completion of the probation period, the employeemust be inf ormed in writing by the employer stating revised wagesand other terms and conditions where applicable.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 151/383
IMPORTANCE OF MOTIVATING EMPLOYEES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 152/383
To retain good staff and to encourage them to
give of their best.
Productivity differences among staffs.
MOTIVATION AS THE KEY TO PERFORMANCE
IMPROVEMENT
Job perf ormance = f (ability)(motivation)
.
Seven strategies f or motivation
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 153/383
Positive reinforcement / high expectations Effective discipline and punishment
Treating people fairly
Satisf ying employees needs
Setting work related goals
Restructuring jobs
Base rewards on job performance
Desire most f rom their job
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 154/383
security (the highest rated)
advancement
type of work company - proud to work f or
MOTIVATION THEORIES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 155/383
Theory X & Theory Y
Maslow's theory
- physiological needs (Lowest)
- safety needs;
- belonging/love needs;
- esteem needs; and- self-actualization needs (Highest)
APPLICATION OF MOTIVATION THEORIES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 156/383
'Stick' or 'carrot' approach?
Manager's motivation 'toolkit'
- approval, praise and recognition- trust, respect and high expectations
- loyalty, given that it may be received
- removing organizational barriers that stand in the way
of individual and group performance job enrichment- good communications
- financial incentives
Persuasion
The three basic components in persuasion:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 157/383
The three basic components in persuasion:
- suggest;- play on the person's sentiments;
- appeal to logic.
Job satisf action
Job Satisf action Findings
White collar workers Blue collar workers
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 158/383
White-collar workers Blue-collar workers
A. Interesting work A. Good pay
B. Opportunities for development B. Enough help and resources
C. Enough information C. Job security
D. Enough authority D. Enough information
E. Enough help and resources E. Interesting work
F. Friendly, helpful coworkers F. Friendly, helpful co-workers
G. See results of own efforts G.Clearly defined responsibilities
H. Competent supervision H.See results of own work
I. Clearly defined responsibilities I. Enough Authority
J. Good pay J. Competent supervision
INDIVIDUALIZED MOTIVATION POLICIES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 159/383
Fairness, decisiveness, giving praise and
constructive criticism can be more eff ective
than money in the matter of motivation.
Three essentials for creating such an
environment are:
- f airness;
- job security; and
- involvement
BU ILDING EMPLOYEE TRU ST & PRODU CTIVITY
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 160/383
Honesty
Suggestions on how to avoid this dilemma:
- Take time to talk with your workers.
- Find out what they're thinking.
- Find out what they'd like to know and tell themwhenever possible.
- Dont tell only good things
- Allow employees an opportunity to provide you with
inf ormation, questions, and suggestions. In this waycommunications is two way.
Fairness
Communication
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 161/383
Communication
Some practical human relations techniques that stimulatetwo-way communications include:
- Periodic perf ormance review sessions
(every three months).
- Bulletin boards.
- Suggestion boxes.
- Newsletters.
- Regular open meetings.
Legal Environment
Laws to protect workers, eg. OSHA
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 162/383
DEFINITION OF A TEAM
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 163/383
A TEAM IS A GROUP OF PEOPLE WITH
DIFFERENT ABILITIES, TALENTS, EXPERIENCE
AND BACKGROUND WHO HAVE COME
TOGETHER FOR A SHARED PURPOSE. DESPITETHEIR INDIVIDUAL DIFFERENCES, THAT
COMMON GOAL PROVIDES THE THREAD
THAT DEFINES THEM AS A TEAM.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 164/383
Characteristics of eff ective teams share several
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 165/383
They operate with clearly def ined goals and expectations. Their leaders lead by example, not by virtue of job titles.
Their members are allowed a great deal of personal f reedom
to get the job done.
They make decisions in groups. They share inf ormation.
They set high standards f or themselves.
They are self disciplined.
They acknowledge one anothers contribution and support.
Team Development
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 166/383
Four key variables in the team development process.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 167/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 168/383
24 LESSONS FOR WORKING
TOGETHER SUCCESSFULLYMichael Maginn
1: FORGE A CLEAR, COMMON GOAL
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 169/383
Move in the same direction.
- Be concise.
- Ask what the goal is.
- Check f easibility: skills, resources &
commitment.
2: CLARIFY MEMBER SKILL AND
RESPONSIBILIES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 170/383
Expect that everyone knows what to do.
- Teach team skills.
- Give f eedback.
- Seek expertise.
3: TAKE TIME FOR RULES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 171/383
Plunge right into the work.
- Write a constitution (rules, policies,
operating procedures and values).- Create rules at the beginning of the
teams lif e.
- Start with values (use to create theteams rules.
4: AVOID PREDICTABLE PROBLEMS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 172/383
Discount the past.
- Anticipate common problems.
- Take action.
- Stay alert.
5: USE THE TEAM CONSTITUTION
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 173/383
Patiently let the team process take care of
itself .
- Take time to talk about it.
- Change it when it isnt working.
- Document it.
6: TELL THE NEW FOLKS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 174/383
Expect new members to catch on.
- Be aware that new members need an
orientation.
- Focus on the basics f irst.
- Spend time debrief ing the new member
af ter the f irst meeting.
7: COLLABORATE, COLLABORATE,
COLLABORATE
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 175/383
Figure it out yourself .
- Point out team member diff erences in
background and interests.
- Practice collaboration skills.
- Relax and have f un.
8: BRING IDEAS TO LIFE
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 176/383
Be caref ul about what you say.
- Ask team members to be creative.
- Have f un.
- Be patient.
9: LEAP TO CREATIVITY
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 177/383
Dont expect your team to come up withgreat ideas.
- Practice collaboration like an athletepractice a sport.
- Change the ambiance to f oster
collaboration.- Watch the behaviour.
10: MAKE SOLID DECISIONS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 178/383
Dance around the issues.
- Look at decisions as a series of
projections about the f uture.
- Use data to help the team determinewhat the consequences of diff erent
actions might be.
- If data is not available, use the intuitionof the team.
11: DONT COMPROMISE
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 179/383
Go with the majority.
- Spot the compromise.
- Watch the implementation.
- Do it better.
12: DISCOVER CONSENSUS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 180/383
Continue to compromise.
- Recognize consensus decisions are
never going to be perf ect.
- Work at it.
- Learn consensus skills.
13: SEEK A SHARED VIEW
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 181/383
Fight it out.
- Explain how consensus works.
- Involve everyone.
- Have a lot of patience.
14: PRACTICE CONSENSUS
DECISION MAKING
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 182/383
Consensus is easy.
- Explain how consensus works.
- Check the consensus decisions that the
team makes.
- Reward consensus behaviors when you
see them.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 183/383
16: SQ UASH CONFLICT VIRUSES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 184/383
Let conf lict f ester.
- Ensure that everyone accepts the
team goal and their role on the team.
- Ask members to f orget the past and
f ocus on the f uture.
- Practice listening.
17: ACTIVELY MANAGE DIFFERENCES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 185/383
Let it slide.
- Deal with f acts and data.
- Ask probing questions.
- Leave emotion out of it.
18: TRUST EACH OTHER
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 186/383
Be wary and protective.
- Work on trust.
- Resolve conf lict.
- Recognize trust when you see and f eel
it.
19: RUN GOOD MEETING
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 187/383
Let meetings ramble.
- Think good meetings.
- Use the agenda as the engine of the
meeting.
- Ensure participation.
20: REWARD EACH OTHER
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 188/383
Assume people f eel valued.
- Give team members a choice of
assignment f or the next project.
- Post pictures of the team in a public
setting.
- Say thank you f or the work.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 189/383
22: LEAD WITHOUT DOMINATING
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 190/383
Closely control the team.
- Share power.
- Develop individual team players.
- Learn how to control without directing.
23: ASK FOR HELP
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 191/383
Tough it out.
- Run simulations.
- Find experts.
- Give permission to not know all the
answers.
24: DONT GIVE UP
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 192/383
Give it a couple of honest tries.
- Ref ocus on the goal.
- Assess how and what the team has
tried.
- Creativity and courage are strong
medicine f or diff icult team problems.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 193/383
1: WAGES AND PAYMENT SYSTEM
PAYMENT STRUCTURE:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 194/383
Elements of payment structure paid by employers: Basic pay (salary or wages)
Incentives
Benefits
WHO DECIDE PAYMENT STRUCTURE?
Employer (company profitability)
Trade Union
Government intervention
COMPENSATION:
OUTLINES & DEFINITIONS
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 195/383
Compensation is a systematic approach to providingmonetary value to employees in exchange for workperformed.
Compensation may achieve several purposes assistingin recruitment, job perf ormance, and job satisf action.
Compensation takes two forms:
- direct compensation (wages and salaries) and
- indirect compensation (f ringe benef its).
Direct Compensation
- Wages and salaries are the compensation peoplereceive on a regular monthly basis. Employees are paid
th b i f ti ( th) th b i f t t (
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 196/383
on the basis of time (month) or on the basis of output (anincentive plan).
Indirect Compensation
- Fringe benef its are an important part of the overall
compensation package in most businesses.- Employee benefits now account for about 40
percent of payroll costs.
- The profitability of the company is one of theprimary determinants of what benefits are offered by
the firm.
How is compensation used?
Recruit and retain qualified employees
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 197/383
Recruit and retain qualif ied employees.
Increase or maintain morale/satisf action.
Reward and encourage peak perf ormance.
Achieve internal and external equity.
Reduce turnover and encourage company
loyalty.
Modif y (through negotiations) practices of
unions.
What are diff erent types of
compensation?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 198/383
Base Pay Commissions
Overtime Pay
Bonuses, Prof it Sharing, Merit Pay Stock Options
Travel/Meal/Housing Allowance
Benef its including: dental, insurance,medical, vacation, leaves, retirement,taxes...
Below is a list of options to consider when deciding
which fringe benefits to offer employees.
Medical & Hospitalization
Maternity & Child Birth
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 199/383
Maternity & Child Birth
Dental & Eye Care Employees Provident Fund Contributions
Company Car, Notebook, Mobile Phone
House/Apartment Rental
Mileage & Subsistence Claims
Leaves and Paid Vacations
Prof it Sharing & Share Options
Pension & Retirement Plans
Bonuses (Contractual & Merit)
Lif e & Personal Accident Insurance
Education Reimbursement
Worker's Compensation (SOCSO) Discounts on goods/services produced by the company
Child care
Employee Meals
Free Unif orms, etc
WAGE SYSTEMObjectives:
Attract employees to work in the organization.
Retain efficient employees
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 200/383
Retain efficient employees.
Motivate employees to perform effectively.
Establish a simple, easy to administer system.
TWO major system of payment:
Time-related system. Piece-related system.
Factors aff ecting individual level of pay:
Seniority
Performance Degree of skill
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 201/383
MINIMUM WAGES:
Malaysia has NO fixed minimum wages except in certainindustries where exist Wages Councils.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 202/383
g
The appropriate minimum wages for:- Shopworkers
- Hotel & catering industry workers
- Cinema workers
- Penang port stevedores & cargo handlers
REDUCTION IN WAGES:
No reduction of wages is permitted.
A
ny mutual agreement to reduce wages new (reduced)wages become the new terms of the contract.
2: WORKING HOURS(According to Employment Act)
WORKING HOURS:N l h ld i d t k
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 203/383
No employee should required to work:
More than 8 hours per day, OR
More than 48 hours per week, OR
More than 10 hours per day when involved a spread-over period, AND
More than 5 consecutive hours without a 30 minute break.
REST DAYS:All employees are entitled at least ONE rest day per week.
PUBLIC HOLIDAYS: All employees must be granted at least 10 public days per year.
Gazetted public holidays:
- National Day
- Agongs Birthday
- Relevant State Sultans or Governors Birthday
- Labour Day
For ungazetted public holiday employees are NOT entitled up to discretion of the employer whether to grant the holiday or not.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 204/383
Under the f ollowing circumstances, an employer may
also require an employee to work on a rest day :
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 205/383
± accident ± actual or threatened in the workplace
± work which is essential to the lif e of the community
± work which is essential to the def ence or security of the country
± urgent work need to be done to the machinery orplant
± an interruption of work which was impossible tof oresee
± work to be perf ormed by employees in any industrialundertaking essential to the economy of Malaysia orany essential service as def ined in the IndustrialRelations Act 1967.
In Peninsular Malaysia, under the Children and Young
Persons (Employment) Act 1966 (Act 350), children
under the age of 14 years are:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 206/383
under the age of 14 years are:
± only allow to work between 7 AM until 8 PM
± not allow to work f or 3 consecutive hours
without a period of
rest. Period of
rest shall be atleast 30 minutes
± not allow to work more than 6 hours a day. If
attending school, total working and schooling
hours shall not be more than 7 hours a day
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 207/383
OVERTIME:
Any working hours in excess of the normal daily working hours.
Working longer hours than normal can be requirement in case of :
Accident actual or threatened in or with respect to the place of work
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 208/383
Accident, actual or threatened, in or with respect to the place of work.
Work essential to life of the community.
Urgent work to be done to machinery or plant.
An interruption of work which it was impossible to foresee.
Work essential to the economy of Malaysia or any essential service asdefined in the Industrial Relation Act 1967.
Essential services:
Maximum overtime hours 104 per month.
Overtime rates:
Ordinary working day 1.5 times the normal hourly rate.
Rest day 2 times the normal hourly rate. Public holiday 3 times the normal hourly rate.
Reasons f or overtime: Temporary shortage of manpower. Temporary increase in workload. Low productivity of employees.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 209/383
Difficulty in recruiting additional employees.
Problems caused by excessive overtime: Increased costs. Effect on morale.
Effect on productivity.
Steps to reduce overtime work: Recruiting new staffs. Improving supervision and training.
Investment in new technology.
Changing the mode of payment.
SHIFT WORK:
Involve:
Hour of work include hours outside the normal ortraditional 8 to 4, or 9 to 5 pattern.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 210/383
Two or more groups of workers who take turn to man the workstations.
Double-Day Shif ts:
Working: 16 hours per day.
Shift 1: 7.00am 3.00pmShift 2: 3.00pm 11.00pm
Three-Shif t Work:
Working: 24 hours per day.
Shift 1: 7.00am 3.00pm
Shift 2: 3.00pm 11.00pm
Shift 3: 11.00pm 7.00am
Split Shif t:
Working several hours early in the morning, havingtime off and then continuing the same shift later inthe day eg: hotel business
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 211/383
the day. eg: hotel business
Problems caused by shif t work:
Woman and night work.
- No woman workers should work between10.00pm 5.00am. If necessary, uponapproval by Dept. of Labour must be paidcompensation & provided transport.
Increase in costs.
Workers health and shift work. Stress and psychological problems.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 212/383
3: BENEFITS AND REWARDS
BENEFITS:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 213/383
Can be BOTH financial & non-financialAND they can be statutory required ORoptional.
Given relevant to the contract of employment.
Given to ALL employees BUT different
according to the categories.
ADVANTAGES OF EMPLOYEE BENEFITS
Employer advantages
Helps attracts and retain better qualified employees.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 214/383
Provides high risk coverage at low costs easing thecompany's financial burden.
Improves efficiency and productivity as employees areassured of security for themselves and their families.
Premiums are tax deductible as corporation expense, which
means savings with quality coverage.
Advantages to employee
Peace of mind leading to better productivity as employeesare assured of provision for themselves and families in any
mishap. Employees with personal life insurance enjoy additional
protection
Confidence in company's EB schemes boost staff moraleand pride in company
Disadvantages to Employee
Taxed at the individuals normal tax rate,
which can prove expensive if there is no
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 215/383
which can prove expensive if there is no
f inancial advantage to the individual f rom the
benef it.
Statutory Benef its:Mandatory benef its given based on legal requirements, suchas: Employment Act, Employee Provident Fund Act & SocialSecurity Act.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 216/383
Requirements of Employment Act:
Maternity Protection:
- Maternity leave: Not less than 60 days.
- Maternity allowance: payable no more than 5
surviving children.
Time-off payments:
- Weekly rest day.
- Public holidays.
- Annual holidays.
- Sick leave.
Annual Leave:
- After every 12 months of continuous service with thesame employer, an employee is entitled to annual leave,as follows:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 217/383
- Less than 2 years service - 8 days
- 2 to less than 5 years service - 12 days
- More than 5 years service - 16 days
- Paid annual leave is an additional to rest days andpublic holidays.
- If an employee is ABSENT more than 10% of the
working days without permission/excuse, theemployee is NOT entitled to any annual leave for thatyear.
Sick Leave:Where hospitalization is not necessary:
- Less than 2 years service - 14 days
- 2 to less than 5 years service - 18 days
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 218/383
- More than 5 years service - 22 days
Where hospitalization is necessary:
- 60 days
- Subject to certification by:
- Company doctor/dental surgeon
- Government medical off icer
- Any other registered medical doctors
Requirements of Employee Provident Fund (EPF) Act:
- Retirement saving f or employees.
- Employment up to age 55 years:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 219/383
- deduction employee monthly salary: 11%- contribution from employer: 12% of employeesmonthly salary.
- Employment af ter age 55 years:
- deduction employee monthly salary: 5.5%
- contribution from employer: 6% of employeesmonthly salary.
- Withdrawal Schemes:
- 55 & 50 years
- Housing
- Medical
- Education- Investment
Requirements of Social Security Act (SOCSO)Requirements of Social Security Act (SOCSO)::
- Insurance coverage during employment.
- For employees monthly salary less than RM2,000
- Salary above RM2,000 could opt.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 220/383
Salary above RM2,000 could opt.
- Salary deduction f rom employee (0.5% of monthly salary) &premium paid by employer (1.25% of employees monthlysalary).
- Benef its:
- Invalidity pension- Disablement benef it (temporary & permanent)
- Dependants benef it
- Funeral benef it/expenses
- Constant-attendance allowance
- Medical treatment
- Survivors pension
Non-Statutory Benef its:
Optional benefits given to employees.
Time-off Payments:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 221/383
y
Marriage
Emergencies
Studies
Death of relative
Health Care: employee & dependants
Insurance: life & accident coverage
Subsidies & Services: canteen, transportation,childcare, etc
Retirement Benef its: superannuation fundAllowances: travel/transport, meal, housing,
entertainment, etc
Educational f acilities & ref und: scholarship, study loan
PERFORMANCE RELATED REWARDS
REWARDS:
Given to employees who performed their jobs excellently (high
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 222/383
p y p j y g
performer).
Reward can act as the 'catalyst' for improved performance andbetter productivity.
Certain basic criteria are essential for rewards to be effective.- Reward should be quick.
- Reward should be signif icant.
- The goals and rewards must be; known, understandable,and attainable.
- Reward must be distinctly and directly related toperf ormance.
- Reward should be irrevocable.
- Reward should be compatible with job measurement.
The financial rewards are basically of three types:
- profit sharing;
- job evaluation; and
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 223/383
- merit rating.
Prof it sharing:
± Profit sharing could be on a macro basis or on a microbasis.
± On a macro level, it would be difficult to identif y andreward outstanding performance.
± This is possible on a micro level by treating theparticular activity as a cost and profit center by itself.
Job evaluation:
± the various component factors have to be isolated andevaluated for purposes of inter-job comparison.
± Each factor is assigned a rating on the basis of a scale
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 224/383
agreed beforehand by the union and the management jointcommittee.
± The total rating for each job then forms the basis of wagestructure.
± there must be a base level, representing, in effect, the
'minimum wage', depending on the nature of work and thegeographical area.
± list of job factors is as follows:
- working environment;
- physical characteristics;
- mental characteristics- extent of responsibility;
- training and experience
Merit rating:
± Merit rating has been used as an indicator of performance.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 225/383
± Each employee is rated, typically as excellent,good, average or poor, in respect of thefollowing abilities:
communication human relations, including leadership
and motivation
intelligence
judgment
knowledge
Non-Financial Rewards:
Perf ormance awards
f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 226/383
Letter of
appreciation Sponsorship to seminars, conf erences &oversea tours.
Financial Rewards:
Salary increases (increment)
Bonus & prof it sharing
Commission
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 227/383
SEPERATION/TERMINATION
Employees leaving the organizations. Either employer/employee can terminate the employment
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 228/383
p y p y p y
contract.
TYPES OF SEPERATIONS/TERMINATION:
Retirement Resignation
Retrenchment Dismissal
RETIREMENT:- Mandatory separation.
- No legal requirement.- Normally 55 years (but some organizations up to 56
or even 60 years retirement age).
RESIGNATION:
- Voluntary separation/termination by employee.- Should give written notice & appropriate time
(relevant to employment contract).- Reasons:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 229/383
- Personal reasons.- Joining other organization.- Start own business/self-employed.
RETRENCHMENT:
- Forced separation/termination, initiated by employersbecause of REDUNDANCY.- Reason of redundancy:
- Change of technology.- Reduced demand.
- Financial losses.- Mergers and organizational restructuring.- Bankruptcy.
DISMISSAL:- Forced separation/termination, initiated by employers,because:
- Misconduct- Absence
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 230/383
- Inadequate/poor quality job performance- Termination after unsuccessful
probationary period.- Frustration/breach of employment contract
eg: imprisoned, serious illness, etc
- Constructive Dismissal:Employee walk out of the job because of the actionsof the employer which constitute a fundamentalbreach of contract.eg: unreasonably payout, lack of work, etc
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 231/383
WH AT IS PERFORMANCE APPRAISAL
Perf ormance appraisal is the systematic evaluationof employees job perf ormance.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 232/383
communication tool designed to assess eachindividual's contribution to the business.
to measure skills and accomplishments withreasonable accuracy and unif ormity.
identif y obstacles to top perf ormance.
identif y areas f or prof essional growth.
Open lines of communication throughout the
year help to make effective working relationships.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 233/383
Each employee is entitled to a thoughtful and
careful appraisal.
Its success depends on the supervisor's
willingness to complete a constructive and
objective assessment, and on the employee's
willingness to respond to constructive criticismand to work with the supervisor to overcome
performance barriers.
A performance appraisal is a review and discussion of
an employee's perf ormance of assigned duties and
responsibilities.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 234/383
The appraisal is based on results obtained by the
employee in their job, not on the employee's
personality characteristics.
Personality should be considered only when it
relates to perf ormance of assigned duties and
responsibilities.
Reasons of perf ormance appraisal:
Encourage consistent quality job perf ormance.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 235/383
Reward high perf ormance employees. Identif y training needs. Initiate f air discipline proceedings. Provide communication channel f or employees.
Requirements f or eff ective appraisal systems: Receive top management support. Customized to the organizations needs.
Acceptable and understandable. Reliable and unbiased.
Why Appraise Performance?
Periodic review helps supervisors gain a better
f '
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 236/383
understanding of each employee's abilities withthe goal to help train and develop skills andstrengths.
It provides a chance to evaluate job progress,stimulate interest and improve job perf ormanceby recognizing productive work and by pointingout areas of growth and development.
It provides a f eedback mechanism that mightotherwise be overlooked.
When is it Completed?
Normally a performance appraisal is carried
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 237/383
put for each employee once a year.
But appraisals can be carried out at other
times of the year. For example, an appraisal is
used to evaluate a new employee who
completing a probationary period.
WHO SHOULD INVOLVED IN APPRAISAL? Superiors (Supervisors/Managers) Worker (self -appraisal/evaluation) Co-workers (peer evaluation)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 238/383
Other staff s Customers
WHEN AND HOW OFTEN APPRAISAL BECONDUCTED?
Probationary period. During services (depend on the nature of job
perf ormance, normally 6 months & yearly BUT
there is monthly, quarterly, weekly, or even dailyappraisal). Separation/termination
(retirement/resignation/retrenchment/dismissal)
BASIC PURPOSES
The most important purpose or goal of the
i l i i f i h
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 239/383
appraisal is to improve perf ormance in thef uture.
Effective performance appraisal systemscontain two basic systems operating in
together:
- an evaluation system- a f eedback system
The main aim of the evaluation system is toidentif y the per f ormance ga p (if any). This gap isthe shortfall that occurs when performance does
h d d by
h i i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 240/383
not meet the standard set b the organization asacceptable.
The main aim of the f eedback system is toinf orm the employee about the quality of his orher perf ormance. However, the information flowis not exclusively one way. The appraisers alsoreceive feedback from the employee about jobproblems.
BENEFITS OF APPRAISAL
Appraisal offers a valuable opportunity:
f k i i i d l
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 241/383
to f ocus on work activities and goals, to identif y and correct existing problems,
to encourage better f uture perf ormance.
Relevant areas benefited from appraisal:
Motivation and satisf action
Training and Development
Recruitment and Induction
Employee Evaluation
APPRAISAL TECHNIQ UES: Comparative procedures Trait rating scales
E h i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 242/383
Essay technique Interview
Examples of bias appraisal systems:
Recency eff ect Halo eff ect Central tendency Prejudice
Leniency & strictness bias
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 243/383
TRAINING DEVELOPMENT Training:
- The organizational activity which to improve anl t f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 244/383
employees current performance.
- Improve current working abilities (current workingknowledge & skills)
Education:
- Consists of activities designed to prepare employeesfor future jobs.
- Improve overall abilities (knowledge & skills).
Development:- Learning activities designed to help the individual
employee grow but not confined to a particular job.
- Improve employees attitude toward works.
TRAINING DEVELOPMENT RELATED TO JOBPERFORMANCE: (Vroom)
JOB PERFORMANCE = f (ABILITY) (MOTIVATION)
JOB PERFORMANCE = f (ABILITY) (MOTIVATION)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 245/383
ABILITY = Knowledge + Skill
Education + Training
MOTIVATION = Attitude
Development
TRAINING DEVELOPMENT MATRIX
HIGH
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 246/383
ABILITY
MOTIVATION
MAINTAINER STAR
DEADWOOD TRAINABLE
HIGH
LOW
LOW HIGH
Benef its of Training Development:
Increase workers productivity.
I d ffi i lti i fi i l
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 247/383
Increased eff iciency resulting in f inancialgains.
Increase workers job satisf action.
Retain productive workers. Motivate workers.
Reduced employee turnover.
Decreased needf
or supervision.
WHEN TRAINING DEVELOPMENT IS NECESSARY?
Workers performance deteriorating/declining.
New recruits.
Introduction of new technologies or procedures
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 248/383
ntroduction of new technologies or procedures. Transferred or promoted workers.
REQ UIRED TO PERFORM TRAINING NEED ANALYSIS (TNA) &TRAINING NEED IDENTIFICATION (TNI)
TNA: Determine the perf ormance problems & thebest solutions to solve the problems.
TNI: Determine the relevant training programs &
identif y appropriate staff s to attend the trainingprograms.
STEPS IN THE TRAINING PROCESS
Organizational Objectives
Needs Assessment
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 249/383
Needs Assessment
Is there a gap?
Training Objectives
Select the Trainees---
Select the Training Methods & Mode
Evaluating
Administer Training
Evaluate the Training
IDENTIFYING TRAINING NEEDS
Training needs can be assessed by analyzing three
major human resource areas:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 250/383
major human resource areas:- the organization as a whole,
- the job characteristics
- the needs of the individuals
This analysis will provide answers to the followingquestions:
- Where is training needed?
- What specif ically must an employee learn inorder to be more productive?
- Who needs to be trained?
STEPS OF TRAINING NEED ANALYSIS
Assessing the companys current status
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 251/383
Assessing the companys current status.
Financial capability.
Determine where training is needed.
Design the content of the program.
TRAINING METHODS
On-the-job
On-the-job training is delivered to employees while they perform their
regular jobs
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 252/383
regular jobs.
Off -the-job
Off-the-job techniques include lectures, special study, films, televisionconferences or discussions, case studies, role playing, simulation,programmed instruction and laboratory training.
TRAINING TECHNIQ UES:
Lectures
Role play ing and simulation
Audiovi sual method s
J ob rotation
A pprenticeshi ps
I nternshi ps and assi stant shi ps
P rogrammed learning, com puter-aided instruction and interactive video
Laborator y training
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 253/383
TRAINING ADMINISTRATION
Factors should be considered before training
begins include:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 254/383
begins include: Location.
Facilities.
Accessibility.
Comf ort.
Equipment.
Timing.
An eff ective training program administrator
should f ollow these steps:
Define the organizational objectives
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 255/383
Def ine the organizational objectives. Determine the needs of the training program.
Def ine training goals.
Develop training methods. Decide whom to train.
Decide who should do the training.
Administer the training.
Evaluate the training program.
EVALUATION OF TRAINING
Training should be evaluated several times during
the process
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 256/383
the process.
Determine these milestones when you developthe training.
Employees should be evaluated by comparingtheir newly acquired skills with the skills definedby the goals of the training program.
Any discrepancies should be noted and
adjustments made to the training program toenable it to meet specified goals.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 257/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 258/383
INTRODUCTION
Human resources have two roles in risk
management:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 259/383
management:
People are a source of risk.
e.g., shortage of employees, people doing sloppy work,an employee refusing to take on additional responsibility or a key employee leaving two months after completionof a one-year training program.
People are important in handling risk.
Human resources include more than
regular f ull-time employees. They include:
ll t d l b l
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 260/383
all management and labor personnel,
f amily and non f amily members,
f ull-time and part-time people,
seasonal and year around employees.
Risk specialists have traditionally f ocused mostly on important causes of risk such as weather,disease and natural calamities, and ways to deal
with the risk
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 261/383
with the risk.
Risk management has paid little attention tohuman resources and human resource calamitiessuch as:
divorce,
chronic illness,
accidental death
the impact of interpersonal relations onbusinesses and f amilies.
HUMAN RESOURCE PARADIGMS
People are an unf ortunate and unavoidableobstacle.
G d l d t t t k i t i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 262/383
Good people do not want to work in certainsectors.
Hired labor does not care about the business.
People are one of the keys to success in riskmanagement.
Employees are creative and an important sourceof new ideas.
Appreciated people will respond with dedicationand loyalty.
HUMAN RESOURCE MANAGEMENT/
RISK MANAGEMENT INTERFACE
Human resource management is a processh b b k f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 263/383
Human resource management is a processthat can be broken down into specific
activities:
job analysis, writing job descriptions, hiring,
orientation, training, employer/employee
interactions, perf ormance appraisal,
compensation and discipline.
Human resource activities lead to f our
important implications f or risk management.
These activities are necessary to keep human resources in
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 264/383
These activities are necessary to keep human resources in
harmony with the risk management tools adopted by the
management team.
Human resource calamities, e.g., divorce, chronic illness,
accidental death, can hamper caref ully made andappropriate risk management decisions.
No management team stays together indef initely.
Human resource perf ormance evaluation should be tied to
risk management.
MANAGERS SKILLS
Leadership
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 265/383
Leadership Communication
Training
Motivation Conf lict management
Evaluation.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 266/383
HANDLING EMPLOYEES DISCIPLINE
Disciplinary actions should be viewed as follows:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 267/383
Disciplinary actions should be viewed as follows: Shall be considered as constructive procedures f or the purpose of
correcting inappropriate work behavior.
Consisting of oral and written reprimands, suspensions, demotions,
reassignments and terminations, may be imposed on employees by their
supervisors/managers in as direct proportion as possible to specif icoff enses.
Should be administered on a unif orm basis throughout the company.
A temporary suspension may be imposed
All actions of suspension or termination should require approval of the
head of Human Resources Department or a designee prior to thediscipline being administered.
PROGRESSIVE DISCIPLINE
The progressive disciplinary process does not have to
be applied to probationary employees.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 268/383
WHY HAVE DISCIPLINARY PROCEDU RES
Disciplinary rules and procedures help to promote orderly
employment relations as well as f airness and consistency in
the treatment of individuals. Disciplinary procedures are also a legal requirement in certain
circumstances
Disciplinary rules tell employees what behaviour employers
expect f rom them. When an employee breaks specif ic rulesabout behaviour, it is called a misconduct.
Examples of gross misconduct include: physical violence or bullying;
deliberate and serious damage to property;
serious misuse of an organisations property or name;
deliberately accessing internet sites containing pornographic,
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 269/383
y g g p g p ,
offensive or obscene material;
serious insubordination;
unlawful discrimination or harassment;
bringing the organisation into serious disrepute;
serious incapability at work brought on by alcohol or illegal
drugs;
causing loss, damage or injury through serious negligence;
a serious breach of health and safety rules; and
a serious breach of confidence.
Possible disciplinary issues:
bad behaviour, such as fighting or
drunkenness;ti f t k f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 270/383
drunkenness; unsatisfactory work performance;
harassment or victimisation;
misuse of company facilities (for exampleemail and internet);
poor timekeeping;
unauthorised absences; and
repeated or serious failure to followinstructions.
Good disciplinary procedures should:
be put in writing;
say to whom they apply;
be non discriminatory;
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 271/383
be non-discriminatory;
allow f or matters to be dealt without unduedelay;
allow f or inf ormation to be kept conf idential;
tell employees what disciplinary action mightbe taken;
say what levels of management have theauthority to take disciplinary action;
require employees to be inf ormed of thecomplaints against them and supportingevidence, bef ore a meeting;
give employees a chance to have their sayb f h d i i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 272/383
give employees a chance to have their saybef ore management reaches decision;
provide employees with the right to beaccompanied;
provide that no employee is dismissed f or a f irstbreach of discipline, except in cases of grossmisconduct;
require management to investigate f ully bef oreany disciplinary action is taken;
ensure that employees are given an
explanation f or any sanction; and
allow employees to appeal against a decision.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 273/383
allow employees to appeal against a decision.
APPLYING DISCIPLINARY PROCEDURES
Make necessary investigations by employer toestablish the f acts promptly and make written recordf
or later ref
erence.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 274/383
Having established the f acts, the employer shoulddecide whether to drop the matter, deal with itinf ormally or arrange f or it to be handled f ormally.
If necessary a brief period of suspension with f ull payshould be imposed f or f urther investigation isconducted.
Make reasonable adjustments to cater f or employeeswho have a disability, f or example providing f orwheelchair access if necessary.
DISCIPLINARY HEARING
A formal warning being issued to a worker (ie
a warning that will be placed on the workers
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 275/383
a warning that will be placed on the worker srecord);
The taking of some other disciplinary action
(such as suspension without pay, demotion ordismissal) or other action; or
The confirmation of a warning or some otherdisciplinary action (such as an appeal hearing).
INFORMAL ACTION
Cases of minor misconduct or unsatisfactory
performance are usually best dealt with inf ormally.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 276/383
p y The informal approach may be particularly helpful in
small firms, where problems can be dealt with
quickly and confidentially.
If informal action does not bring about an
improvement, employers should provide employees
with a clear signal of their dissatisfaction by taking
f ormal action.
FORMAL ACTION The first step in any formal process is to let the
employee know in writing what it is they are alleged
to have done wrong.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 277/383
g The letter or note should also invite the individual to
a meeting at which the problem can be discussed,and it should inform the individual of their right to be
accompanied at the meeting. The timing and location of the meeting should be
agreed with the employee.
The employer should explain the complaint against
the employee and go through the evidence that hasbeen gathered.
ACTIONS:
First f ormal action misconduct
If an employee is f ound guilty of misconduct, the usual f irst step wouldbe to give them a written warning setting out the nature of themisconduct and the change in behaviour required.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 278/383
Final written warning
There is a f ailure to improve or change behaviour in the timescale set atthe f irst f ormal stage, or where the off ence is suff iciently serious, theemployee should normally be issued with a f inal written warning butonly af ter they have been given a chance to present their case at a
meeting.
Dismissal or other penalty
If the employees conduct or perf ormance still f ails to improve, the f inalstage in the disciplinary process might be dismissal or (if the employeescontract allows it or it is mutually agreed) some other penalty such as
demotion, disciplinary transf er, or loss of seniority/ pay.
DEALING WITH GROSS MISCONDUCT
If an employer considers an employee guilty of gross misconduct, and thus potentially liable f or
summary dismissal, it is still important to establishthe facts before taking any action
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 279/383
y pthe f acts bef ore taking any action.
A short period of suspension with f ull pay may be
helpf ul or necessary, although it should only beimposed af ter caref ul consideration and should be
kept under review.
It should be made clear to the employee that the
suspension is not a disciplinary action and does notinvolve any pre-judgement.
It is a core principle of reasonable behaviour thatemployers should give employees the opportunity of putting their case at a disciplinary meeting before decidingwhether to take action.
This principle applies as much to cases of gross misconductas it does to ordinary cases of misconduct or unsatisfactory
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 280/383
as it does to ordinary cases of misconduct or unsatisfactory performance.
There may however be some very limited cases where
despite the fact that an employer has dismissed anemployee immediately without a meeting an employmenttribunal will, very exceptionally, find the dismissal to be fair.
To allow for these cases there is a statutory modified
procedure under which the employer is required to writeto the employee af ter the dismissal setting out thereasons f or the dismissal and to hold an appeal meeting, if the employee wants one.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 281/383
When thinking about how to handle these
cases, it is helpf ul to consider:
± how soon the employees health and attendancewill improve;
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 282/383
will improve;
± whether alternative work is available;
± the eff ect of the absence on the organization;
± how similar situations have been handled in thepast; and
± whether the illness is a result of disability then
the provisions of the on Disability Act will apply.
DEALING WITH SPECIAL SITUATIONS
Special arrangements might be required f orhandling disciplinary matters among nightshif temployees, employees in isolated locations or
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 283/383
depots, or others who may be diff icult to reach.
Nevertheless the appropriate statutory proceduremust be followed where it applies:
Trade union representatives
After obtaining the employees agreement - asenior trade union representative or permanentunion official should present in the meeting.
Criminal charges or convictions not related to
employment
- If an employee is charged with, or convicted
of, a criminal offence not related to work, thisis not in itself reason for disciplinary action
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 284/383
is not in itself reason f or disciplinary action.
- An employee should not be dismissed
solely because they are absent from work as a
result of being remanded in custody.
APPEALS
Employees who have had disciplinary action taken against themshould be given the opportunity to appeal. It is useful to set a
time limit for asking for an appeal f ive working days is usually enough
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 285/383
enough.
An employee may choose to appeal for example because:
- they think af inding or penalty is un
f air;
- new evidence comes to light; or
- they think the disciplinary procedurewas not used correctly.
The tribunal may reduce any award of compensation if theemployee did not exercise the right of appeal.
KEEPING RECORDS It is important, and in the interests of both employers and
employees, to keep written records during the disciplinary process. Records should include:
the complaint against the employee; the employees defence;
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 286/383
the employee s def ence;
f indings made and actions taken;
the reason f or actions taken;
whether an appeal was lodged;
the outcome of the appeal;
any grievances raised during the disciplinaryprocedure; and
subsequent developments.
Records should be treated as conf idential and be kept nolonger than necessary. Individual employees have the rightto request and have access to certain personal data.
THE MALAYSIAN LABOUR LAW ²
TERMINATION OF EMPLOYEES
The Circumstances a Contract of Service beTerminated by Either Employer or Employee
Wh f i i id d b k
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 287/383
- Where a contract of service is considered broken, anemployer can dismiss an employee.
- A contract of service is considered to have been broken when
an employee has been absent f rom work f or more than 2 consecutive working days without prior leave from theemployer or without informing or attempting to inform theemployer at the earliest opportunity during such absencewith reasonable excuse.
- An employer may terminate the contract of service where theemployee is found guilty of misconduct, misdemeanor ornegligence.
- An employee has the right to terminate the contractof service, where an employer f ails to pay wageswithin seven days af ter the wages period.
- A contract of service can also be terminated withoutnotice :
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 288/383
notice :
± by paying to the other party or indemnity in lieuof notice
± if there is a willful breach by the other party of aterm or condition of the contract of service
- Where the contract of service has expired or workbeing completed, the contract may also beterminated. Written notice being given by eitherparty may also terminates a contract of service.
Termination without Cause Or Excuse by My Employer- If employer terminated without cause or excuse, the employee can
enforce civil right and remedies for any breach or non-performanceof the contract of service by any suit in court or you can file in awritten representation within 60 days of the dismissal to theDirector General of Industrial Relations Department to be
reinstated pursuant to section 20 of the Industrial Relations Act,1967.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 289/383
96
- The Industrial Relations Act 1967 provides for the regulation of relations between employers and employee and their trade unionsand the prevention and settlement of disputes between employerand employee which is connected with the employment or non-employment or the terms of employment or the conditions of workof such employee.
- Where you are a female employee and your employer is found
guilty of terminating you during your maternity leave, youremployer shall be liable, on conviction to a fine not exceedingRM2,000.
The Circumstances an Employee as Not Entitled to Termination orLay-Off Benef its
There are certain circumstances under which an employee is notentitled to termination or layoff benef its :
± Employed for less than 12 months on date of termination
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 290/383
± The employee voluntarily terminates the contract of service
± Where the employee commits misconduct inconsistent with thefulfillment of the expression or implied condition of service after dueinquiry.
± Where the employee attains the age of retirement as stipulated in thecontract of service
± The contract of service is renewed
± The employee re-engaged on terms and conditions not less f avorablethan his previous contract
± 7 days bef ore the date of termination, the employer has offered to
renew the contract on no less favorable terms ± The employee leaves the services without paying the employer theindemnity due contract of service after receiving due notice of termination of the contract or without employer's prior consent
Actual Amount of Layoff Benefits Payable
Under the Employment (Termination and Layoff Benefits)Regulations 1980, an employee will be entitled to layoff benefits not less than the following :
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 291/383
± 1 to 2 years service - 10 days wages f or each year service
± more than 2 years but less 5 years service - 15 days wages f oreach year service
± 5 years service or more - 20 days wages f or each year service
For an incomplete year, the calculation will be on a pro-rata basis to the nearest month.
An employer shall pay termination or layoff benef its to anemployee not later than 7 days af ter the termination.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 292/383
GRIEVANCE PROCEDURES
Grievances are concerns, problems or complaintsthat employees raise with their employers.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 293/383
Grievance procedures are used by employers to dealwith employees grievances.
These procedures allow employers to deal withgrievances f airly, consistently and speedily.
Employers must have procedures available to
employees so that their grievances can be properly considered.
Grievance procedures should make it easy for employees to raiseissues with management and should:
- be simple and put in writing;
- enable an employees line manager
to deal inf ormally with a grievance, if possible;- keep proceedings conf idential; and
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 294/383
p p g ;
- allow the employee to have a companion atmeetings.
Employees should aim to resolve most grievances inf ormally withtheir immediate superior/supervisor.
If a grievance cannot be settled informally, the employee should
raise it f ormally with management.
RAISING GRIEVANCES Employees should normally raise a grievance with their
immediate manager unless someone else is specified in theorganizations procedure.
If the complaint is against the person with whom the
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 295/383
p g pgrievance would normally be raised the employee canapproach that persons manager or another manager in theorganization.
In small businesses where this is not possible, theimmediate manager should hear the grievance and dealwith it as impartially as possible.
Managers should deal with all grievances raised, whetheror not the grievance is presented in writing.
Grievances should be presented in writing.
Issues that may cause grievances include:
terms and conditions of employment;
health and saf ety;k l i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 296/383
work relations;
bullying and harassment;
new working practices;
working environment;
organisational change; and
equal opportunities f or diff erent gender
Sexual Harassment Sexual harassment means any unwelcome verbal,
non-verbal, visual, psychological or physical conductof a sexual nature that might, on reasonable
grounds, be perceived by the victim as placing acondition of a sexual nature on his or her
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 297/383
condition of a sexual nature on his or heremployment because of his or her sex.
Sexual harassment may also consist of an unwelcomeverbal, non-verbal, psychological or physical conductof sexual nature that might, on reasonable grounds,be perceived by the victim as an insult or
humiliation, or a threat to his or her well-being, andhas no connection with his or her employment.
Sexual harassment in the office includes workrelated harassment which happens outside theoff ice. Such work related harassment may includessituations taking place at work-related social
gathering or f unctions, conf erences, workshop ortraining sessions and during work assignments
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 298/383
g g goutside the off ice.
Sexual harassment in the course of work-relatedtravel is also considered sexual harassment in theoffice. Where sexual harassment occurs as a result of employment responsibilities or relationship over thephone and through electronic media, it is also
considered sexual harassment in the work place.
Types of Sexual Harassment
1. Sexual coercion
It is known as quid pro quo sexual harassment in the UnitedStates.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 299/383
Sexual Coercion is a type of harassment which has directresults in some consequence to the victim's employment. It is
an employments discrimination.
Sexual coercion is under a condition of employment, where anopenly or implicitly offer in keeping a job or getting apromotion is made by a supervisor to an employee in
exchange f or sexual f avors. Such person normally has thepower over promotion or raise of the employee.
2. Sexual annoyance
It is also known as hostile environment sexualharassment.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 300/383
Sexual annoyance is a demeaning and unwelcomesexually related behavior that is off ensive, hostile orintimidating to the victim, but has no direct connection
to any job benef its. However, the annoying behaviorcreates an offensive working environment which aff ectsthe victim's ability to continue working.
Sexual annoyance includes sexual harassment by an
employee against a co-employee. Similarly, sexualharassment
The Differences Between V erbal, Non-V erbal,V isual, Psychological And Physical Harassment
Verbal harassment is in oral form and includes uncomfortable and offensive teasing, joking, questioning, jesting or making suggestive remarks or sounds, or verbal repartee.
Non-verbal harassment a leer with indecent overtone, sexual activity or desiredenoted by hand signal, lips licking or food eating and persistent flirting.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 301/383
Visual harassment covering the wall with pin-up, calendars, drawings, photographs of naked and scantily clad women or other sex-based materials and writing sex-basedletter. Sexual exposure also falls under this form of sexual harassment.
Psychological harassment harms a person's psychological well being and includesoppressively constant proposals for dates, repeated undesirable physical intimacy orsocial invitations.
Physical harassment includes distasteful action such as touching of an intimate body part, patting, pinching, stroking, brushing up against the body, hugging, kissing, fondlingand sexual assault.
All forms of sexual harassment are behavior that elicit sexual attention.
THE COMPANION The companion may be:
- a f ellow employee
(i.e. another of the employers workers)
ffi i l l d b d i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 302/383
- an off icial employed by a trade union, or anordinary trade union off icial.
If employees are disabled, employers should considerwhether it might be reasonable to allow them to beaccompanied because of their disability.
Employees may ask an official from any trade union toaccompany them at a disciplinary or grievancehearing, regardless of whether the union is recognizedor not.
The companion should be allowed to address thehearing in order to:
- put up the case
- sum up the case
- respond on the employees behalf to any viewexpressed at the hearing.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 303/383
It is good practice to allow the companion toparticipate as f ully as possible in the hearing,including asking witnesses questions.
The companion has no right to answer questions onthe employees behalf , or to address the hearing if the
employee does not wish it, or to prevent the employerfrom explaining their case.
THE PROCESS OF HANDLINGGRIEV ANCES
1. Grievance Hearing/ Meeting
2. Appeals
3 S i l id i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 304/383
3. Special considerations
4. Keeping Records
1. Grievance Hearing/ Meeting
± On receiving a formal grievance, a manager should
invite the employee to a meeting as soon as
possible and inform them that they have the right
to be accompanied.
2. Appeals
- If an employee informs the employer that they are unhappy with thedecision after a grievance meeting, the employer should arrange an appeal.It should be noted that the appeal stage is part of the statutory procedure.
3. Special considerations
- Complaints about discrimination, bullying and harassment in theworkplace are sensitive issues, and large organizations often have separate
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 305/383
p g g pgrievance procedures for dealing with these.
- It is important that these procedures meet the statutory minimumrequirements.
4. Keeping Records- Records should include during the grievance process:
the nature of the grievance raised;
a copy of the written grievance;
the employers response;
action taken;
reasons f or action taken;
whether there was an appeal and, if so, the outcome; and
subsequent developments.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 306/383
INDUSTRIAL RELATIONS Ref ers to the relationship between an employer and
the employees particularly when later beingunionized.
If there is no union being established, themanagement should be interested in human
l ti hi
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 307/383
relationship. Trade union is an association of workers (7 or more
workers) who join together to improve their
working conditions. Top management must have positive attitudetoward union.
Collective bargaining is the process wherebyemployers and employees negotiate over the terms
and conditions of employment. Any industrial disputes should be handled withrespects.
TRADE UNION IN MALAYSIA
An organization of workers who have bandedtogether to achieve common goals in key areas
such as wages, working hours, and workingconditions.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 308/383
Started in 1940.
Regulated by the Industrial Relations Act (IRA)1967.
The IRA protects the right of every worker inMalaysia to join or not to join a trade union.
It protects workers from being victimized by anemployer for joining a union.
Unions may undertake collective bargainingon behalf of members if they have obtainedrecognition from the employer.
A general practice is for unions to requesti i f b i i h 50% f
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 309/383
recognition after obtaining more than 50% of the staff as their members.
TWO main Trade Unions for employees:
1. Congress of Union of Employees in Public andCivil Services (CUEPACS)
2. Malaysian Trades Unions Congress (MTUC)
OBJECTIVE OF TRADE UNIONS
Provision of benef its to members
- provided a range of benefits to insuremembers against unemployment,
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 310/383
g p y ,
ill health, old age and f uneral
expenses.
- provision of professional training, legal
advice and representation for members
is still an important benefit of trade
union membership.
Collective bargaining
- Able to operate openly, they may negotiate withemployers over wages and working conditions.
Industrial action
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 311/383
- may enforce strikes or resistance to lockouts infurtherance of particular goals.
Political activity
- may promote legislation favorable to theinterests of their members or workers as a
whole.
Activities of Trade Unions:- Encouraging industrial relations, improvingemployment terms and conditions, economystatus, social or increasing productivity.
- Representing employees.
Managing matters related to conflicts
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 312/383
- Managing matters related to conf licts.
- Encouraging, organizing or supportingstrikes or pickets in business.
- Maintaining skilled employees in theorganization.
- Stabilizing employees empowerment.
- Increasing employees living status.
COLLECTIVE BARGAINING
The process whereby workers organize
together to meet, converse, and compromiseupon the work environment with their
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 313/383
upon the work environment with their
employers.
The practice in which union and company representatives meet to negotiate a new
labor contract.
Dual purpose:
It provides a means of determining the wagesand conditions of work applying to the group
of workers covered by the ensuing agreementthrough free and voluntary negotiations
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 314/383
through free and voluntary negotiationsbetween the two independent partiesconcerned.
Enables employers and workers to def ine byagreement the rules governing their
relationship.
COLLECTIVE AGREEMENT
The ultimate goal of the collective bargaining
process.
A collective agreement is a labor contract
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 315/383
between an employer and one or more
unions.
The agreement establishes wages, hours,
promotions, benef its, and other employment
terms as well as procedures f or handling
disputes arising under it.
STRIKES: (Trade Union 1959)
Strike is a work stoppage by one group of employees.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 316/383
p y
Strikes are permitted provided certain procedures.
Only members of a registered trade union may
strike.
Political & sympathy strikes are illegal.
Only if two thirds of the workers support the strike
can it go ahead.
THE PICKET
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 317/383
PICKET: (Trade Union 1959)
Purpose of picket:To give publicity on any disputes.
Procedures:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 318/383
Procedures:- Cannot obstruct exit or entrance.- Cannot threaten other people.- Activities need to be organized in
peace.
DISPUTES
Trade dispute under the Industrial Relations
Act 1967 means any disagreement between
the employer and workman or employee
h h d h h l
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 319/383
which is connected with the employment or
non-employment or the terms of
employment or the conditions of work of such workman or employee leading to
industrial action.
There are TWO main methods to settle disputes:
- Conciliation:
Process whereby the Department of Industrial Relations
helps to settle disputes between employers and
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 320/383
helps to settle disputes between employers and
employees.
- Arbitration:
Settlement of a dispute between an employer and
employees by a neutral third party.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 321/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 322/383
MINISTRY OF HUMAN RESOURCE(MOHR)
To update and implement labor policies and laws to createefficient, productive and discipline workforce with positive
values and good work ethics. To update and implement occupational safety and health
policies and laws to ensure a healthy and safe work
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 323/383
policies and laws to ensure a healthy and safe workenvironment.
To efficiently manage and independently resolve industrial
dispute between employer and employee in order to createa conducive work environment.
To monitor and facilitate development and movement of trade unions to be orderly for the benefit of the nation.
To manage international relations in Labor Management
field, technical co-operation in labor related matters andhuman resources development.
To encourage and coordinate tripartisme amongemployees, employers and Government and to createharmonized relation toward Vision 2020.
To plan and develop human resource through controland labor market analysis to formulate policies relating
to employment, development of skilled workforce andproductivity linked wage system.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 324/383
To create job opportunities and job placement.
To update and implement National Vocational Training
Policy and strategies that will fulfill the training needsin the private sector.
To revise, update and develop the syllabus of skillstraining (NOSS), Skills Certification System (MOSQ) andskills standard for implementation.
To update and effective implementation of social safety facility to ensure sufficient safety net for workers.
HUMAN RESOURCE DEVELOPMENT FUND
(HRDF)
Upgrading the knowledge and skills of workers
Equipping workers with the latest and specific skills
Facilitating the transfer of technology in industry
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 325/383
Facilitating the transfer of technology in industry operations
Increasing productivity and value-added operations
Preventing workers' skills from becoming obsolete inan environment of technological change
Creating multi-skilled workers for functional flexibility and
Enhancing the training culture amongst employers
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 326/383
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 327/383
The Rate of SOCSO Contribution
The principal employer must make a monthly contribution for each eligible employee accordingto the rates specified under the Act.
The employer pays 1.75% for the Employment
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 328/383
The employer pays 1.75% for the EmploymentInjury Insurance Scheme and the Invalidity Pension Scheme while the employee's share of
0.5% of wages should be paid for coverage underthe Invalidity Pension Scheme.
The rate of contribution is based on the monthly
wage of the employee in accordance to 24categories.
EMPLOYEES PROV IDENT FUND(EPF)
The EPF is a social security institution formed accordingto the Laws of Malaysia, Employees Provident FundAct 1991 (Act 452) which provides retirement benefitsfor members through management of their savings in
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 329/383
an efficient and reliable manner.
The EPF also provides a convenient framework foremployers to meet their statutory and moralobligations to their employees.
The current rate of contribution is 23% of the
employee's wages of which 11 % is from theemployee's monthly wage while 12% is contributed by the employer.
WORKMEN·S COMPENSATION
Workmen's compensation is a compensation
f or injury to an employee or worker arisingout of and in the course of employment that
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 330/383
p y
is paid to the worker or dependants.
The employer will have to purchase a
workmen's compensation insurance f or
workmen's compensation claims by injured
employees or workers.
The Workmen's Compensation Act 1952.
This Act provides f or the compensation payment to aninjured employee or worker arising out of and in the
course of employment or contracting occupationaldisease.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 331/383
Where the employee or worker dies in the event of f atalaccident or contracting an occupational disease or in the
course and arising out of perf orming his duty or work, theWorkmen's
Compensation Act 1952 provides f or the compensationpayment to the worker's dependants.
This Act is administered by the Department of Labour andapplies throughout Malaysia.
OCCUPATIONAL SAFETY AND HEALTH
The aims of this Act are : ± to secure the saf ety, health and welf are of persons at
work against risks to saf ety or health arising out of theactivities of persons at work
± to protect person at a place of work other than personst k i t i k t f t h lth i i t f th
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 332/383
at work against risks to saf ety or health arising out of theactivities of persons at work
± to promote an occupational environment f or persons at
work which is adapted to their physiological andpsychological needs
± to provide the means whereby the associatedoccupational saf ety and health legislation may beprogressively replaced by a system of regulations and
approved industry codes of
practice operating incombination with the provisions of this Act designed tomaintain or improve the standards of saf ety and health.
PENSION & RETIREMENT
Pension
Pension means money paid under given conditions to a
person following retirement or to surviving dependants. The Pensions Act 1980 which came into force on the 1st
January 1976 is the governing act for pensions benefits in
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 333/383
January 1976 is the governing act for pensions benefits inMalaysia. This Act provide for the administration of pensions, gratuities and other benefits for officers in the
public service and their dependants. Under the Pensions Act 1980, pension, gratuity or otherbenefit granted shall be charged on the FederalConsolidated Fund.
Pension does not include any cash award granted in lieu of
accumulated vacation leave to an officer whose salary isnot paid out of the Federal Consolidated Fund.
Compulsory Retirement
An officer shall retire from the public service on attaining the age of 55years.
Nevertheless, the above is not applicable to :
± Clerk to the House of Representatives or the Clerk to the Senate
± Officers who have retired after the coming into force of the PensionsAct 1980 but before the publication thereof
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 334/383
Act 1980 but before the publication thereof
± Officers who are in service and who within 6 months after thepublication of the Pensions Act 1980 have attained the age of 55 yearsor more.
Where an officer attains the age of 55 years, and a criminal or disciplinary proceeding which may result in his conviction or dismissal is notconcluded, his service shall be deemed to have been extended beyondthat age but on no-pay leave until his case is determined.
However, if the criminal or disciplinary proceeding does not result in hisconviction or dismissal, he shall retire on attaining the age of 55 years and
the period of service after this age shall not be reckonable service.
Optional Retirement An officer may apply for retirement after
attaining the age of 45 years for : ± a woman officer
± an officer of the fire service holding the rank of sub-officer and below
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 335/383
± a police officer below the rank of AssistantSuperintendent of Police
± a prison officer below the rank of Superintendent ± a male nurse of a mental hospital.
Optional retirement also includes retirement
after attaining the age of 50 years for a maleofficer other than those officers stated above.
MAJOR ISSUES
OF HUMAN RESOURCEMANAGEMENT
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 336/383
MANAGEMENT
DECISION MAKING
DELEGATION
CRISIS MANAGEMENT
TIME MANAGEMENT
STRESS MANAGEMENT
COMMUNICATION
LEADERSHIP
MOTIVAT
ING EMPLOYEES
TIME MANAGEMENT
Why should you make a special effort tomanage your time?
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 337/383
± You will get employees to a better start
± You will be less f rustrated
± You will have time you need to plan
± You will have more f amily, leisure time and
manage your lif estyle better
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 338/383
Other Important Tips of
Time Management
Determine personal goals, objectives & policies.
Planning.
Justif y personal actions. Always supervised.
Eff icient jobs & responsibilities delegation.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 339/383
ff c e t jobs & espo s b t es de egat o
Upgrade knowledge & skills.
Eff icient communication skills.
Eff ective conf lict management. Appreciate value of time.
List job priorities.
Dont pool important jobs.
Give ample time to decide important decisions.
Discipline.
Eff ective stress management.
DECISION MAKING
High-consequence work-oriented problems:
- Avoid the temptation to make a quick
decision.
- If you decide to make an autocratic decision,
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 340/383
write down and analyze options.
-If
a clear choice is not evident, consult yoursupervisor.
- Af ter some weighing, choose a solution you
f eel best and ref er it to your immediate
superior f or approval and reaction.- Follow up.
High-consequence people problems:
± Listen caref ully to all problems or complaints.
± Gather inf ormation f rom all sides.
± Weigh all facts carefully before you decide
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 341/383
Weigh all f acts caref ully bef ore you decide.
± Use good counseling techniques, openly
communicate to all parties involved yourdecision and why you made it.
± Follow up by working to restore or rebuild anyrelationships that may have been injured by yourdecision.
DELEGATION To entrust to another
Why failure to delegate:
N f i h i b di
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 342/383
No f aith in subordinates
Fear of superiorsDesire f or personal credit
Misjudgment of time
Benef its of Delegating
Accomplish more work.
Increase involvement.
Manage your workload.
Manage remote locations better.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 343/383
g
Develop your subordinates.
Builds a high-perf ormance team.
Draws upon the strengths of entireorganization.
Work is done at the lowest cost possible.
Reduces your stress.
When & How Should You Delegate?
When you need more time f or work.
When delegating will help involve employees,
improve morale etc
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 344/383
improve morale, etc.
When it will not show undue f avouritism.
When you are willing to take time and eff ort to do askillf ul job of delegating.
When you are under pressure and must let go of
some responsibilities in order to protect your
physical and mental health.
DELEGATION TECHNIQ UES
OBJECTIVES:
Reduce work load.
Faster decision making. Utilize subordinates abilities.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 345/383
TECHNIQ UES:
Selection of subordinate with abilities & capabilities.
Delegate jobs & responsibilities.
Delegate authorities.
Provide proper directives.
Justif y jobs relevant to organizational objectives.
Justif y job standards. Always guide & support.
Recognition.
CRISIS MANAGEMENT Face the problem: dont avoid or minimize it; tell thetruth.
Take your lump in one big news story rather than
in bits and pieces, no comment answers implyguilt.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 346/383
Recognize that, in the age of instant news, no suchthing as a secret or private crisis exists.
Stage war games to observe how your crisis planholds up under pressure. Train executives to practicepress conf erences and train teams to respond tocrises that may aff ect other f unctional areas or
divisions.
Use f irms philosophy, motto or mission statementto respond to a crisis, e.g. We believe in ourcustomer. Service is our business.
Use the f irms closeness to customers and end usersf or early entry f eedback on the crisis and evaluateyour eff ectiveness in responding and addressing the
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 347/383
events.
Issues and crisis management methods and preventivetechniques are eff ective in corporations only if :
Top management is supportive and participates.
Involvement is cross-departmental.
The issues management unit f its with the f irms culture.
Output, instead of process, is the f ocus.
STRESS MANAGEMENT
Sources of Stress:
Role ambiguity
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 348/383
Role conf lict
Job overload
Managerial work
Working condition
Dual-career f amily
Financial problems Living conditions
How to handle stress: Clarif y of job description to determine proper roles and
f unctions among employees.
Provide proper staff allocations.
Learn to appreciate the prof ession and job nature.
Compromise between husband and wif e regarding theirduties.
Practice effective personal financial management
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 349/383
Practice eff ective personal f inancial management.
Choose proper living condition.
Prioritize job tasks and personal problems.
Solve only crucial/critical problems.
Do not bundled and solved critical problems at one time.
Practice healthy living.
Particular about diet.
Practice aerobic. Pray.
Meditation.
COMMUNICATION
The art and science of human transforms or sendsinformation/messages to others in order to achieve a goal
through a media communication.
Process:
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 350/383
Sender
Receiver
Encode
Message
Communication channel
Decode
Response
Barriers
Importance of Communications
Increase productivity
Making good decision
F lfill l ti f ti
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 351/383
Fulf ill employee satisf action
Problem-solving Increase work commitment
Important Tips f or Eff ectiveCommunication
Create daily two-way communication
Set up a bulletin board as a communication
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 352/383
Set up a bulletin board as a communication
center
Hold group meetings
Send inter-off ice communications
Use other communication techniques
EFFECTIVE MEETING
Set meeting objectives.
Set meeting agenda.
Determine meeting date, time & venue.
Al id h i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 353/383
Always guide the meeting.
Supervise the meeting. Encourage discussion & interaction.
Record.
Summarize findings. Prepare report.
INTERPERSONAL COMMUNICATION SKILLS
Always listen.
Be humble.
Think bef ore act. Dont make self decision.
Dont be prejudice
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 354/383
Don t be prejudice.
Have interest.
Think of others.
Be f ocus.
Not emotional.
Dont interrupt. Avoid conf licts.
LEADERSHIP
Leadership is the capability to create group in
achieving organizational goal effectiveness,maximum and cooperation from every individual.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 355/383
Leadership means inf luence; a process which can
influence people to work harder voluntarily towardsthe achievement.
Leadership is a process of influencing between leader
and subordinate.
Characteristics of Leadership
Honest & integrity
Vision & goal setting
Ability
Inspirational Risk taker & accountable
Capable to guide others
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 356/383
Capable to guide others
Charisma
Empowerment Trust & loyal
Sharing
Ethical
Team spirit
Self conf idence
Functions of Leadership
Goal setting
Decision-making
Communication
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 357/383
Communication
Motivation Grouping
Control
Human relationship
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 358/383
Important tips f or the leader
Talk about issues when they f irst aff ect you.
Of
ten speak up what is on your mind. Tell it the way it is.
Let the employees feel that you are leading them
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 359/383
Let the employees f eel that you are leading them.
Seek respect rather than popularity.
Avoid over-promising and breaking promises.
Enjoying your managerial roles.
Making yourself visible.
MOTIVATING EMPLOYEES
Five Foundations f orMotivating Employees:
1 Give clear and complete instructions
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 360/383
1. Give clear and complete instructions.
2. Communicate: Let your people know howthey are doing.
3. Give credit when due.
4. Involve people in decisions.
5. Maintain an open door.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 361/383
Characteristics of an Environment
Conducive to Self -motivation
Purposef ul and meaningf ul workInvolve them in planning changes
Meet with employees as a group on a regular
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 362/383
Meet with employees as a group on a regularbasis
Show them how their contribution aff ects thedepartments welf are.
Continuous learning
Engage in continuous improvementProvide opportunity f or education beyond
the job.
Accurate, timely, and specif ic f eedback on
perf ormance
Do the appraisal on or bef ore the due date.Take time to cover the results of the appraisal
with the employee.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 363/383
with the employee.
Allow the employee being appraised to ask
questions f or clarif ication.
Encourage self -appraisal.
OTHER IMPENDING ISSUES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 364/383
OF HUMAN RESOURCE
UNEMPLOYMENT MINIMUM WAGE JOB DISCRIMINATION
- gender- ethnic- new job applicants (f resh graduate)- older workers- handicaps
OTHER DIVERSITY PROBLEMS- single parents & working mother- rights for women
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 365/383
- rights f or women- dual-career employees- lack abilities (knowledge & skills)
- immigration RIGID JOB SELECTION NOT FULLY UTILIZING LABOUR FORCE ABILITIES MIGRATION LIMITED RETIREMENT BENEFITS EFFECTS OF INFORMATION TECHNOLOGY
LACK OF CAREER DEVELOPMENT LACK OF ENFORCEMENT
HOW TO BE SUCCESSFUL
PROFESSIONAL IN
BUSINESS AND LIFE
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 366/383
Ref : Bill Rancic
(First Winner of The Apprentice),Youre Hired
ON GOALS:
Goals setting.
Objectives setting.
Works with pleasure.
Willing to take risks.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 367/383
Anticipate outcome, consider every
possibilities. Celebrate your achievements.
ON VALUES:
Dont lie to be prof essional.
Thankf ul to God.
Analyzing & knowing your capabilities.
Develop f riendships.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 368/383
Dont be arrogant.
Dont demand and give something back to others. Play a healthy competition.
Say what you mean and mean what you say.
Build relationships (develop networking).
ON VISION:
Build a like-minded team (surround yourself
with smart, hardworking, self -motivatedpeople who share a common goal).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 369/383
Accept blame (accept criticisms).
Inspire.
Set the standard.
Willing to empowerment.
Tighten your own belt bef ore asking youremployees to tighten theirs/ willing to share
hardships).
Think diff erent than others).
Need to develop new radical approaches.
Minimize the drama in your lif e (ability to f ocus,
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 370/383
avoid drama kings and queens, positive and
proactive in prof essional and personal relationship). Look back to look ahead (able to analyze previous
perf ormance).
Do what you can.
Own initiative.
Seal the deal (secure contracts).
Count onf amily (attached & seek
f amilysassistances).
Accept failures
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 371/383
Accept f ailures.
Get new ideas outside. Job terminations end well with your
associates.
Think like a bigf
ish in a small pond(be conf idence & optimistic).
Maintain f ocus.
Strive.
Be reasonable. Contribute back to get more.
di i
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 372/383
Proper direction.
Ability to deliver ideas. Rally your troops (during crisis gather your
closest and most trusted advisers to assist in
solving problems).
ON STRATEGY:
Develop cooperation among peers to perf orm taskstogether.
Be diff erent than others. Anticipate problems and ready to overcome them.
Exploit above potentials.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 373/383
Exploit above potentials.
Working extra hours everyday.
No empty promises & deliver above expectations. Act f ast, agility and adaptability are important.
Take pride in your work.
Get a good nights sleep.
ON LEADERSHIP:
Planning & anticipated outcomes.
Always learning. Realize your values/net worth.
Conquer the fear factor.
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 374/383
Conquer the f ear f actor.
Anticipate change.
Willing to change or handle multiple jobs.
Pursue you passion.
Being dynamic & generate new
ideas/strategies.
Provide proper direction, support, encouragement
& incentives.
Sensitive to environment.
Always evaluate perf ormance.
Recruit personnel with high ability and motivation
to perform works
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 375/383
to perf orm works.
Power derived f rom wisdom and conf idence. Listen (accept recommendations).
Capitalize all available resources.
Theres no place like home (return to f amily).
ON EXECUTION:
Make a decision (brave to make big decision).
Just do it (brave to execute jobs) .
Take on the diff icult assignments.
Style counts (image, impression and appearanceimportant)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 376/383
important).
Sweat the details, but dont sweat the outcome.
Strike f irst (immediate action to capitalize marketpotentials).
Think outside the box (creative thinking).
Think like an astronaut (f ailure is not an option/zero
def ect).
Meet the deadlines.
Be strong.
Give the customer what he wants (satisf y customer
needs). Be prof essional in doing works.
Maximize utilization of available resources).
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 377/383
Materialize your promises at any costs.
Hate to lose (never give up). Keep f luid (be f lexible).
Be realistic.
Be humble.
Be optimistic and positive.
ON SUCCESS:
Be certain on your decision and the path toimplement jobs.
Take inventory. Be a team player.
Understand your core purpose (knowing your vision
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 378/383
y p p ( g yand mission) .
Draw a personal building plan (personal planning). Balance (again) (able to measure success in
business and lif e).
Give something back (willing to contribute back to
others).
STRATEGIC PLANNING
(systematic managerial analysis)
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 379/383
(systematic managerial analysis)
1: SITUATION ANALYSIS
2: VISION, GOALS & OBJECTIVE SETTING
3: PROBLEM ANALYSIS
4:IDENT
IFY ALTERNAT
IVES & DEC
ISION MAK
ING
5. POTENTIAL PROBLEM ANALYSIS
6: STRATEGIES
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 380/383
7: IMPLEMENTATION PLAN
8: CONTROL & SUPERVISION9: BUDGET
10: WORK SCHEDULE
11: ORGANIZATIONAL STRUCTURE
12: EVALUATION
Q & A
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 381/383
IF YOU NEED ME, PLEASE
CONTACT
8/8/2019 Module 3 Human Resource & Industrial Relations Final
http://slidepdf.com/reader/full/module-3-human-resource-industrial-relations-final 382/383
CONTACT
HP: 013-3424500
E-Mail: [email protected]
THANK YOU