Od Intervention Hrm

OD INTERVENTION: HUMAN RESOURCES MANAGEMENT

Presented by:Patrick Joseph Dela Cruz

Kareen FernandezAlvie Guarino

Dezza MohammadJohn Carlos Wee (absent)

Outline of Presentation

Performance ManagementDefinitionModelContextual FactorsGoal SettingManagement by ObjectivesPerformance AppraisalRewards Systems

Outline of Presentation

Development and Assistance to MembersCareer Planning InterventionsCareer Development InterventionsWorkforce Diversity InterventionsEmployee Stress and Wellness

Interventions

OD Intervention on Human Resources Management

Intervention of the organizational development in human resources concerns two things:

1. Managing individual and group performance, and

2. Managing development and assistance to organization members.

Performance Management

Performance Management

An integrated process of defining, assessing and reinforcing employee work behaviors and outcomes.

Involves goal setting, performance appraisal and rewards systems that aligns member work behavior with business strategy, employee involvement, and workplace technology.

Model of Performance ManagementW

ork

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ech

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ogy

Business StrategyE

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loyee Involvem

ent

GoalSetting

RewardSystems

PerformanceAppraisal

Individualand Group

Performance

Contextual Factors Affecting Performance Management

Business StrategyWorkplace TechnologyEmployee Involvement

Goal Setting

Describes the interaction between managers and employees in jointly defining member work behaviors and outcomes

Specifies the kind ofs of performances that are desired.

Involves managers and subordinates jointly establishing and clarifying employee goals.

Goal Setting Process

Establishing Challenging GoalsGoals are challenging but realisticGoals are set participatively

Clarifying Goal MeasurementGoals are specific and operationally definedResources for goal achievement are

negotiated

Application Stages – Goal Setting

1. Diagnosis

2. Preparation for Goal Setting

3. Setting of Goals

4. Review

Management by Objectives (MBO)

MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates

Originated in two backgroundsOrganizationalDevelopmental

MBO programs may go beyond manager and subordinate roles to address individuals, work groups, and to reconcile conflicts.

Management by Objectives (MBO)

Application Stages - MBO

1. Work group involvement

2. Joint manager-subordinate goal setting

3. Establishment of action plans for goals

4. Establishment of criteria, or yardsticks, of success

5. Review and recycle

6. Maintenance of records

Effects of Goal Setting and MBO

Research studies shows that:Goal setting have a great impact and is

particularly an effective OD intervention.MBO may have positive results but less

consistent than goal setting.

Performance Appraisal

A feedback system that involves the direct evaluation of individual or work group performance by a supervisor, manager or peers.

Involves collecting and disseminating performance data to improve work outcomes.

Performance Appraisal Elements

Elements Traditional High Involvement

Purpose Organizational, legal Fragmented

Developmental Integrative

Appraiser Supervisor or manager Appraisee, co-

workers, and others

Role of Appraisee

Passive recipient Active participant

Measurement

Subjective Concerned with validity

Objective and subjective

Timing Period, fixed,

administratively driven Dynamic, timely,

employee- or work-driven

Application Stage – Performance Appraisal System

1. Select the right people.2. Diagnose the current situation.3. Establish the system’s purposes and

objectives.4. Design the performance appraisal

system.5. Experiment with implementation.6. Evaluate and monitor the system.

Effects of Performance Appraisal

Characteristics of Effective Performance Appraisal Systems:TimelyAccurateAccepted by the usersUnderstoodFocused on critical control pointsEconomically feasible

Reward Systems

Support goal setting and feedback systems by rewarding the kinds of behaviors required to implement a particular work design or support a business strategy.

Provide the reinforcers to ensure that desired outcomes are repeated.

Reward System Design Features

Person/job Based vs. Performance Based Internal Equity External Equity (Market Position) Hierarchy Centralization Rewards Mix Security Seniority

Value Expectancy Model

Posits that employees will expend effort to achieve performance goals that they believe will lead to outcomes that they value.

The ability of rewards to motivate desired behavior depends on these factors: Availability Timeliness Performance contingency Durability Visibility

Types of Rewards

PaySkill-based pay plansPerformance-based pay systems link pay to

performanceGain sharing involves paying bonuses

based on improvements in the operating results

PromotionsBenefits

Skill-Based Pay Systems

The most traditional reward system where characteristics of a particular job are determined, and pay is made comparable to what other organizations pay for jobs of similar kind.

Steps

1. Establish the skills needed for effective operations

2. Identify the optimal skill profile and number of employees needed with each skill

3. Price each skill and skill set4. Develop rules to sequence and acquire

skills5. Develop methods to measure member

skill acquisition.

Benefits and Drawbacks of Skill-based Pay System

Benefits:They contribute to organizational

effectiveness.They can lead to durable employee

satisfaction.Drawbacks:

The tendency to ‘top-out” the expense.The lack of performance contingency.

Performance-Based Pay Systems

Reward system based on the performance of individual or group members.

Tend to vary along three dimensions:The organizational unitThe manner of measuring performanceRewards for good performance

Salary Reward Performance-Based Plan Ratings

Em

ploy

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ccep

tanc

e

Individual Plan Productivity 4 1 1 4 Cost effectiveness 3 1 1 4 Superiors’ rating 3 1 1 3

Group Productivity 3 1 2 4 Cost effectiveness 3 1 2 4 Superiors’ rating 2 1 2 3

Organization- Productivity 2 1 3 4wide Cost effectiveness 2 1 2 4

Tie p

ay to

perf

orm

ance

Neg

ativ

esid

e ef

fect

sE

ncou

rage

coop

erat

ion

Stock/Bonus Reward Performance-Based Plan Ratings

Em

ploy

eeA

ccep

tanc

e

Individual Plan Productivity 5 3 1 2 Cost effectiveness 4 2 1 2 Superiors’ rating 4 2 1 2

Group Productivity 4 1 3 3 Cost effectiveness 3 1 3 3 Superiors’ rating 3 1 3 3

Organization- Productivity 3 1 3 4wide Cost effectiveness 3 1 3 4

Profit 2 1 3 3

Tie p

ay to

perf

orm

ance

Neg

ativ

esid

e ef

fect

sE

ncou

rage

coop

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ion

Gain-Sharing Systems

Involves paying employees a bonus based on improvement in the operating results of an organization.

Design elements: Process of design Organizational unit covered Bonus formula Sharing process Frequency of bonus Change management The participative system

Gain-Sharing Plans

Major gain-sharing plans most often used:The Scanlon planThe Rucker plan Improshare

Promotion Systems

Most decisions about promotions and job movements are made in a top-down, closed manner

Development and Assistance to Organization Members

Career Planning and Development Interventions

Career Planning

- is concerned with individuals choosing occupations, organizations, and positions at each stage of their careers

Career Development

- involves helping employees attain career objectives.

Career Stages

Establishment Stage (ages 21-26)Advancement Stage (ages 26-40)Maintenance Stage (ages 40-60)Withdrawal Stage (age 60 and above)

Career Planning

Involves setting individual career objectives. Highly personalized and generally includes:

Assessing one’s interests, capabilities, values and goals;

Assessing alternative careers; Making decisions that may affect the current job;

and Planning how to progress in the desired direction

Career Stages and Career Planning Issues

Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected?

Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient?

Maintenance How do I help others? Should I reassess and redirect my career?

Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?

Career Planning Programs Resources

Communication about career opportunities and available resources

WorkshopsCareer counselingSelf-development materialsAssessment programs

Career and Human Resources Planning

Personal objectivesand life plans

Occupational andorganizational choice

Job assignment choice

Developmentplanning and review

Retirement

Business objectives and plans

Ways to attract and orient new talent

Methods for matching individuals and jobs

Ways to help people perform and develop

Ways to prepare for satisfying retirement

Individual Career Planning Human Resources Planning

Career Development Interventions

INTER-VEN-

TIONS

CAREER STAGE

PURPOSE INTENDED OUTCOMES

ROLE AND STRUCTURE INTERVENTIONS

Realistic job preview

Establishment

Maintenance

Advancement

To provide members with an accurate expectation of work requirements

Reduce turnoverReduce training costsIncrease commitment


INTER-VEN-

TIONS

CAREER STAGE



Job rotation and challenging assignments

Establishment

Advancement

Maintenance

To provide members interesting work assignments leading to career objective

Reduce turnoverBuild organizational knowledgeIncrease job satisfactionMaintain member motivation


INTER-VEN-

TIONS

CAREER STAGE



Consultative roles

Maintenance

Withdrawal

To help members fill productive roles later in their careers

Increase problem-solving capacityIncrease job satisfaction


INTER-VEN-

TIONS

CAREER STAGE



Phased retirement

Withdrawal To assist members in moving into retirement

Increase job satisfactionLower stress during transition


INTER-VEN-

TIONS

CAREER STAGE


INDIVIDUAL EMPLOYEE DEVELOPMENT

Assessment centers

Establishment

Advancement

Maintenance

Withdrawal

To select and develop members for managerial and technical jobs

Increase person-job fitIdentify high-potentil candidates


INTER-VEN-

TIONS

CAREER STAGE



Mentoring Establishment

Advancement

Maintenance

To link a less-experienced member with a more-experienced member for member development

Increase job satisfactionIncrease member motivationIncrease diversity in upper management and leadership


INTER-VEN-

TIONS

CAREER STAGE



Developmen-tal training

Establishment

Advancement

Maintenance

Withdrawal

To provide education and training opportunities that help members achieve career goals

Increase organizational capacity


INTER-VEN-

TIONS

CAREER STAGE


PERFORMANCE FEEDBACK & COACHING

Establishment

Advancement

Maintenance

Withdrawal

To provide members with knowledge about their career progress and work effectiveness

Increase productivityIncrease job satisfactionMonitor human resources development


INTER-VEN-

TIONS

CAREER STAGE


WORK LIFE BALANCE

Establishment

Advancement

Maintenance

Withdrawal

To help members balance work and personal goals

Improve quality of lifeIncrease productivity & moraleIncrease orgabizational commitmentDecrease absenteeism

Workforce Diversity Intervention

Workforce Diversity

- more than just a euphemism for cultural or racial differences.

- results from people who bring different resources and perspectives to the workplace and who have distinctive needs, preferences, expectations and lifestyles.

Framework for Managing Diversity

External Pressures For & Against Diversity

Internal Pressures For & Against Diversity

Management’sPerspectives &

Priorities

StrategicResponses

Implementation

Workforce Differences

AgeGenderDisabilityCulture and ValuesSexual Orientation

Workforce Diversity Dimensions and Interventions

AGE

TRENDS IMPLICATIONS AND NEED

INTERVENTIONS

Median age upDistribution of ages changing

Health careMobilitySecurity

Wellness programJob designCareer planning and developmentReward systems


GENDER


INTERVENTIONS

Percentage of women increasingDual-income families

Child careMaternity/ paternity leaveSingle parents

Job designFringe benefit rewards


DISABILITY


INTERVENTIONS

The number of people with disabilities entering the workforce is increasing

Job challengeJob skillsPhysical spaceRespect and dignity

Performance managementJob designCareer planning and development


CULTURE AND VALUES


INTERVENTIONS

Rising proportion of immigrant and minority-group workersShift in rewards

Flexible organizational policiesAutonomyAffirmationRespect

Career planning and developmentEmployee involvementReward systems


SEXUAL ORIENTATION


INTERVENTIONS

Number of single-sex households upMore liberal attitudes toward sexual orientation

Discrimination Equal employment opportunitiesFringe benefitsEducation and training

Employee Stress and Wellness Interventions

StressRefers to the reaction of people to their

environment (change/adjustment of behavior) brought about by physical and psychological responses to environmental conditions.

Employee Stress and Wellness Interventions

Individual well-being/wellnessComprises “the various life/non-work

satisfactions enjoyed by individuals, wok/job-related satisfactions, and general health.”

Major types of Wellness Interventions

Work LeavesStress Management Programs

A Model for Stress and WorkOccupational Stressors

• Physical Environment

• Individual: role conflict and ambiguity, lack of control

• Group: poor peer, subordinate or boss, relationships

• Organizational: poor design, HR policies, politics

StressHow the individual perceives the occupationalstressors

Consequences• Subjective: anxiety, apathy

• Behavioral: drug and alcohol abuse

• Cognitive: poor focus, burnout

• Physiological: high blood pressure and pulse

• Organizational: low productivity, absenteeism, legal action

Individual Differences

Cognitive/Affective:Type A or B, hardiness, social support, negative affectivity

Biologic/Demographic:Age, gender, occupation, race

Diagnosis and Awareness of Stress and Its Causes

Methods of Diagnosing Stress:Charting StressorsHealth Profiling

Stress and Wellness Workplace Interventions

Role Clarification A systematic process for determining expectations

and understanding work roles Supportive relationships

Establish trust and positive relationships Stress inoculation training

Programs to help employees acquire skills and knowledge to cope positively with stressors

Health facilities Employee Assistance Programs

THANK YOU VERY MUCH

for listening!!!

Documents

Od Intervention Hrm