Questionnaire to Check Employee Motivation

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Questionnaire to Check Employee Motivation Powered By Docstoc
					Human Resource Management

          HRM19
                  Course
•   Selection
•   Discrimination
•   Performance Appraisal
•   Dismissal
•   Contract of Employment
•   Training & Development
•   Unions
Human Resource Management

          HRM19

         Selection
                  History
•   Welfare Stage 1915
•   Personal Administration
•   Personal Management 2nd WW
•   Personal Management (mature stage) 60-70
•   Human Resource Management 1990
                 Recruitment
• Considerations
  –   Future Needs
  –   Links to Retention
  –   P.R. Aspects
  –   Difference in Individuals
  –   Cost £££££
                 Recruitment
• Procedures
  – Job & Person Deification Stage
     • Replacement necessary (different way of working)
       Full time required
  – Job Analysis
     • If possible check by Supervisor Observation, Diary,
       logs
  – Job Description
     • No allowance for change in responsibilities.
  – Personal Specification
              Recruitment
• Internal
  + Career Path Development
  + Inside knowledge
  + Cheap
  – Lack of choice
  – Need for new blood
                Recruitment
• External
  – Advertising
     • Press, Journals, Ad Company --- Costs ££££
  – Employment Agency
     • Phone interviews, Contingency Approach, Head
       Hunting
  – Others
     • Recrutement fairs, Notice Boards, Radio & T.V.,
       Internet
            Screening Stage
• Short List
• Conventional Screening
  – Top & Tail ,Set Standards, Forms, C.V.’s,
    References, Use & Weight
  – Prelim Interviews, Screening, Pchyological
    Testing, Accurate Prediction, Exams, Tests.
            IRS Survey 1996
• Application Forms & C.V.’s
  – Almost universal ask for Application Form
  – C.V.’s Not used in Public Sector.
• Interviews
  – Univeral Applied
  – More came in there use
     • 70% Interview most important factor
     • 75% Structured Interview
     • 75% Structured Questions
           IRS Survey 1996
• Ability Aptitude Test
  – 75% Use for Admin & Clerical
  – 35%
• Literacy/Numeric Test
  – 50% use them
• Personality Questionnaires
  – 60% Use them mostly in Senior Jobs
           IRS Survey 1996
• Assessment Centre
  – 40% Use them
  – of above 42% introduced them in last few years
• Telephone Screening
  – 25% use them, not in public Sector
• References
  – Almost all use them (restricted to employment
    issues)
                 Summary
•   Waste of Resources
•   Internal Problems
•   Loss of Competitive advantage
•   Public Image
             Job Analysis (JA)
•   Purpose                •   Responsibilities
•   Content                •   Organisational Factors
•   Accountabilities       •   Motivation Factors
•   Performance Criteria   •   Developmental
•   Competences            •   Environmental
              JA Techniquies
•   Interviews
•   Observation
•   Self Description
•   Questionnaire
•   Check-lists
•   Diaries Logs
•   Critical Incident Technique
    Purpose of Job Description
• Define place of job in Organisation &
  contribute to Business Objectives.
• Information to provide Personal
  Specification for Recruitment
• Basic of Contract of Employment
  – Should Clarify [Post]
     • Principal Accountability
     • Flexibility
     • Teamwork
         Personal Specification
               Rodgers 7 Point Plan
• Physical Make Up                • Interest
      • health, Appearance,             • Intellectual, Physical,
        Bearing Speech.                   Constructional, Physical
                                          Active, Social
• Attainment
      • Education,Qualification   • Disposition
        , Experience.                   • Acceptability, Influence
                                          over others, Steadiness,
• General Intelligence                    Dependability
      • Intellectually Capacity
                                  • Circumstances
• Special Aptitudes                     • Any special demands of
      • Mechanical, Mental                Job, e.g. Unsocial
        Dexterity, Physical               Hours.
        Active.
                    Selection
• Definition
  – Predict future job performance.
  – Match to Personal Specification.
  – Decide who is best fit.
• Principles
  – Reliabilities of Process
  – Validity
     • Coefficient Validity.
                Selection
• Problems
  – Not realised needs
  – Length & difficult Process
  – Lack of good job performance measures
                   Selection
• Methods
  –   Application Forms
  –   References
  –   Interviews
  –   Psychological Tests
  –   Work Sample
  –   Group Methods
  –   Assessment Centres
Human Resource Management

           HRM19

     Performance Appraisal
        Performance Appraisal
• Why
  – Judgement <> Development
• What
  – Achievement
• How
  – Achievement
       Performance Appraisal
• Problems
  – Culture
     • Discipline rather than Development
  – Time and Notice required
        Performance Appraisal
• How
  – Fair
  – Relevant to job
  – Measured
• Method
  – Ranking
  – Paired
  – Forced Distribution
       Performance Appraisal
• Method
     • Difficulties
  – Comparative
     • Time Consuming
  – Rating
     • Judgemental
  – Absolute
     • Zero Sum calc + & -
  – Result
         Performance Appraisal
• Critical Incident              • Result Oriented
  Technique                        Method
   – Record Good & bad              – Target & Monitor
     Incidents                         • Manage by objectives
   – Problems                       – Problems
      • May be used to                 • Individual targets not
        discipline rather than           business.
        develop                        • Environment needed to
                                         complete objectives
Human Resource Management

          HRM19

         Dismissal
                Dismissal
• Individual has less rights than rest of E.U.
• 2 year Probation for unfair dismissal except
  – Gender, Trade Union, Race, Pregnancy, H&S.
        Employment Tribunal
• Industrial Tribunal
  – (a) Employer terminated Contract
  – (b) Contract Expired without Renewal (unless
    waver)
  – (c) Constructive Dismissial
      Constructive Dismissal
• Susspend with Pay
• Notice
• Test:
  – was employers conduct breach of contract
  – now trust & confidence
Varying Contract of Employment
• (Terminate & offer new one)
• 3 Ways
  – (1) Employee accepts proposed(Concensual)
  – (2) Agreed on Collective Agreement
  – (3) Employer has right of Flexibility or
    Mobility
      Grounds For Fair Dismissal
•   Reason Capability or Qualification
•   Conduct
•   Redundancy
•   Restriction imposed by statute
•   Some other substantival reason
Human Resource Management

            HRM19

     Contract of Employment
                       History
• 1823 Master & Servant Act
  – Criminal Offence
        – to leave before end of contract
        – Absconding from work
        – refusing to work
     • Provide for 3 months in prison
     • 1858-1875 over 7,000 prosecutions 1872 17,000
       prosecutions
     • Applied to labours and servants not middle classes
                  History
• 1875 Employees & Workman Act
  – Removal of Criminal sanctions (damages
    awarded)
• 1900 Contractual Model to middle Class
  Employees
• 1915 No implied right of employer to
  suspend without pay. Cont/
                     History
• Cont
  –   influnces of collective bargaining
  –   Reduced notice period
  –   Nullified the courts
  –   Collective laissez-faire reduced individual
      litigation.
         History 1960 - 1970
–   1996 Contract of Employment Act
–   1965 Redundancy Payment Act
–   1970 Equal Pay Act
–   1971 Industrial Relations Act
–   1974 Trade Union & Labour Relat. Act
–   1975 Employment Protection Act
–   1975 Sex Discrimination Act
–   1976 Race Discrimination Act
            EU Legislation
• Treaty of Rome
• Directives Issued
  – With Minimum standards
• European Court of Justice decisions
     Contract of Employment
• Employer      • Employee
  – Pays          – Works
      Contract of Employment
• Collective Agreements   • Express Terms
  – Whitley                 – Letter of Appointment
  – Local Agreement         – Written Terms
                            – Job Description
       Contract of Employment
•   Custom & Practice
•   Statute Law
•   H&S at Work
•   EPA EU directives
•   SDA Eq PA
•   Common Law
    – Decision made by courts where no previous
      decision.
           Duties Of Employer
•   To Pay Wages
•   To Provide Work
•   To maintain Trust and Confidence
•   To keep Confidentially
•   To take reasonable care
    – safe systems, plant, policies, employees
           Duties of Employee
•   To be willing to work
•   To obey lawful and reasonable instructions
•   To Co-operate with employer
•   Of Fidelity/Confidentiality
•   To take reasonable care.
        Non Standard Contracts
• Part-Time Working
• Temporary Contract
  –   Temporary Employment
  –   Fixed Term
  –   Agency
  –   Casual
• Flexible Hours Contract
• Zero Hours Contract
           Part-Time Working
• Few Managers/ Engineering
  /Communications
    – male dominated/ training costs/ Trade Unions
•   Mostly Clerical/Secretarial
•   50% Semi-skilled/ Unskilled
•   90% PT >15Hrs
•   50% PT >8 <15Hrs
      Non Standard Contract
• Non-standard anything not performed under
  a permanent fulltime contract
• 84% employed at least one person on non-
  standard Contract
• 16% employed entire workforce on Full
  time contracts.
          Temporary Contracts
• 1992-1996
  –   Employees in work grew by 2.5%
  –   Temp. Employees grew by 30%
  –   Fixed Term Contracts by 39%
  –   Agency Workers 148%
  –   Casual Workers 21%
     Flexible Hours Contracts
• Flexitime - employers can supend but tend
  not to.
• Annual Hours - Applied to seasonal work
  now use extended
• Replace overtime culture
        Zero Hours Contract
• No guarantee of any work but employee
  was required to be available.
• Employee has right to refuse work.
• 32 of 170 companies use zero hours.
• Used by ~ 20% of all employers.
• Woman more likely to be employed.
• 91% who use do not have same benefits.
Human Resource Management

          HRM19

          Unions
                    Unions
• Collective Issues
  – Collective Barganing, Performance relative pay
• Role of the State
  – Social Market or Free Market
• U.K. Tradition Of Volunterism
  – State has minor role in Indust. Relations little
    intervention, two parties resolve matters
               Social Market
•   Larger Role for State.
•   No great legal legalisation.
•   Supported by one Nation.
•   1945-1979 Social Market Dominated
    – Taxes, Laws, Nationalisation, Wage Councils,
      Employment Protection, ACAS, Minimum
      wage. Social Charter.
              Free Market
• Dominated from 1979
• Free Market only intervenes to ensure free
  market.
• No society just collection of individuals.
• Union distorts market.
• e.g. Privatising, Deregulation, CCT
  – (min Wage Went, Public Holiday Went)

				
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Description: Questionnaire to Check Employee Motivation document sample