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Mgt 351 lecture_series-libre

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Usman Faruque
Usman Faruque

- Performance appraisal is evaluating an employee's actual performance relative to standards. It ensures organizational, operational and personal fulfillment. - The performance appraisal process includes setting standards, assessing performance, providing feedback, and revising standards. - Common techniques include graphic rating scales, alternation ranking scales, critical incident reports, essay descriptions, management by objectives, and 360-degree feedback. Errors to avoid include biases and unclear standards.

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Human Resource Management 1 ©Muhammad Faisol Chowdhury Senior Lecturer of HRM, School of Business, North South University
2 Chapter 1 - Introduction to HRM Productivity & Profit People
HRM Induces Success 3
HRM Ensures Happiness 4
5 HRM Generates Profit
6 HRM Brings Growth
7 HRM Practices
Transactional HRIS Payroll Administrative Traditional Planning Job Analysis Recruitment Selection Training Performance Appraisal Salary & Compensation OH&S Industrial Relations International HRM Transformational Ethical & Legal Environment People Development Performance Management Knowledge & Culture Diversity Management Change Management Contemporary Surveillance Humour Management Office Context Emotion Management Motivation & Empowerment Etc 8 HRM Functions
Hard Approach “Some people are not used to an environment where excellence is expected.” ! Steve Jobs CEO, Apple 9 HRM Approaches
Soft Approach “Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No! I replied. I just spent $600,000 training him. Why would I want somebody to hire his experience?” ! Thomas J Watson CEO, IBM 10 HRM Approaches
A line function is one that directly advances an organisation in its core work. E.g. production, sales, marketing. Line Managers direct the work of subordinates in accomplishing the organisation’s goals. A staff function supports the organisation with specialised advisory and support functions. E.g. human resources, finance, public relations. Staff Managers assist and advice line managers in accomplishing the organisation’s goal. 11 Line & Staff
What other forces can change the business environment? 12 HRM & Business Environment
Can HRM be defined by using the following words? ! employee, people, manage, productive, meaningful, profit, employer, relationship, objective, happy, need, harmonious, worker, use, business, satisfaction, success, growth, organisation 13 HRM Definition
• Definition of HRM • Need of HRM • Functions of HRM • Hard and soft HRM approach • Line and staff function • Changing business environment and HRM 14 Summary
obligations of the organisation 15 Chapter 2 - Ethics, Legality & Diversity
Employer’s Obligation Employee’s Obligation Ethical issues, legal duties and obligations defined in law that are fulfilled by both parties Legal written document / agreement between employer and employee specifying legal obligations of each Employment Contract 16 Obligations
Psychological Contract between employer and employee 17 Personality Iceberg Surface Level Visible, cognitive factor which are easy to change Deep Level Invisible, emotional factor which are difficult to change Behaviour Values Beliefs
• EEO - Equal Employment Opportunity • AA - Affirmative Action • Reverse Discrimination • Anti Discrimination • Workplace Discrimination • Harassment • Direct Discrimination • Indirect Discrimination 18 Ethics & HRM
Age Career status Criminal conviction Industrial activity Marital status Physical features Political belief Religion Experience Gender Personality Country Association involvement Education & Institution Sexual preference Behaviour & Attitude Personal characteristics Family information Ethnicity Medical history Pregnancy Disability Culture Nepotism Which of the following statuses can be considered discriminatory when a work related decision is made based on them? 19 Workplace Discrimination
20 Whistleblower
Whistleblowing - Risky or Safe? Will you be a whistleblower in your employment? 21
22 Managing Diversity
Benefits ? Problems ?Challenges ? Research shows that - ✔ Performance of a diverse workforce is better than a homogenous workforce. ✔ Diversity when mismanaged can become very costly for organisation. 23 Managing Diversity
These are the elements of ethical and diverse workforce 24 Managing Diversity
What is business ethics? What is ethical climate of an organisation? 25 Ethical Business Practice
Are we aware of ethical business practice? ! What role does HRM play in ethical business practice? ! How can you encourage your organisation to involve in ethical business practices? 26 Ethical Business Practice
What is she waiting for? ! Why the wait is so long? ! What can you do about it? ! What can HRM do about it? 27 Ethical Business Practice
Can we make a difference? ! How easy it is to make a difference? 28 Ethical Business Practice
Child Labour should we accept or ban it? What issues to consider if we accept or ban it? 29 Ethical Business Practice
30 Summary • Employment and Psychological contract • Ethics and HRM • Diversity Management • Ethical Business Practice
alignment of people and organisation 31 Chapter 3: Human Resource Planning
Human Resource Planning is a strategy of Acquisition Development Retention of people of an organisation under changing business conditions Utilisation Globalisation, Economy, Politics, Environment, Demography, Technology Strategic HRM balances firm’s internal strengths and weaknesses with external opportunities and threats (SWOT) 32 HR Planning
A key function of HR planning is a systematic process of manpower planning and forecasting Forecast supply Forecast demand 33 Manpower Planning & Forecasting
34 HRP Model
It is determined by individuals’ level of contribution and satisfaction in their job role. ! Engaged employees are enthused, committed, satisfied, and in gear. ! They use their talents and discretionary efforts to make a positive and sustainable difference in business. 35 Employee Engagement
36 Employee Engagement Process
37 Hamsters & Honeymooners are those who have high levels of job satisfaction but low levels of contribution. In the organisation Hamster employees may be working enthusiastically but on the wrong things so that they do not deliver the results needed. Honeymooners are new either to the organisation or to their role. They are excited about this new stage of their career and about making a difference in your organisation, but they are not fully productive. Employee Engagement Process
38 Employee Engagement Process Disengaged are those who are most disconnected from organisational priorities and are not getting what they want from their work. Crash & Burners are those who are high performers, delivering what the organisation needs, but disillusioned or not achieving their personal definition of success. Almost Engaged are those who are reasonably satisfied with their jobs and are among the highest performers. Engaged are those who contribute fully to the success of the organisation and find great satisfaction on their work.
39 Business Environment
Michael Porter’s Five Forces Model 40 Business Environment
Michael Porter’s Three Generic Strategies 41 Business Environment
A successful Human Resource Planning ensures that an organisation - • has right number of employees • with right qualification and skill • hired at the right time • appointed at the right place • are doing the right tasks 42 Successful HRP
• Human Resource Planning • Manpower Planning & Forecasting • Business environment • Five Forces Model • Three Generic Strategies 43 Summary
proper inspection of job 44 Chapter 4: Job Analysis & Design
45 Job Analysis
46 Job Analysis Process
47 Job Analysis Steps
Direct observation of employees engaged in different tasks. ! What are the advantages and disadvantages of this technique? 48 JA Data Collection - Observation
Interviewing employees to find out the tasks they perform. ! What are the advantages and disadvantages of this technique? 49 JA Data Collection - Interview
Distributing questionnaire to employees to collect their responses. ! What are the advantages and disadvantages of this technique? 50 JA Data Collection - Questionnaire
Daily listing of tasks performed by workers along with time spent for each task. ! What are the advantages and disadvantages of this technique? 51 JA Data Collection - Record & Log
• It is a matrix prepared for each employee with each job. The matrix is prepared with the scale of: • the basic skills needed for the job • the minimum level of each skills required for the job • It shifts employee focus from specific job duties to developing new skills. • It works as a constant reminder that employees need to increase their skill and determines skill based pay system. 52 Skill Matrix
53 Skill Matrix
• It is a job analysis method that focuses on the skills and behaviours needed to successfully perform a job. • Instead of thinking people having jobs with a particular set of activities limited to job descriptions, HR Managers focus on person-oriented approaches. • Employees are considered as ‘Human Resources’ of the organisation. • Focusing on how individual employees support the need of the organisation. • Example: MTO positions 54 Competency Profiling
Standardise work procedure where employees perform repetitive, precisely defined tasks. Also known as assembly line or job simplification. It is associated with Fordism and Taylorism. 55 Job Design - Specialisation
Standardise work procedure where employees perform repetitive, precisely defined tasks. Also known as assembly line or job simplification. It is associated with Fordism and Taylorism. 56 Job Design - Rotation
57 Dejobbing - broadening the responsibilities of job and encouraging employees work as team and not to limit themselves to job description. ! Enrichment - vertical expansion of job adding higher level task, without changing the status of the employee. ! Enlargement - horizontal expansion of job adding more tasks from same level, without changing the status of the employee. ! Morphing - practicing both enrichment and enlargement with same job. Job Design - Dejobbing, Enrichment, Enlargement
58 • JCM (Job Characteristics Model) - Developed by Oldham & Hackman in 1980, a framework for job design by addressing employee needs. • Skill Variety - employee needs to perform multitasking by using different knowledge and skills. • Task Identity - job holder should be able to see how their work contributes to the organisation goal. • Task Significance - the degree to which performance of the job affects the lives and work of others. • Autonomy - relates to independence, decision-making freedom, job holder has. • Feedback - receiving information about how effectively the job holder has completed the task. Job Design - JCM
59 • Job Analysis - job description and job specification • Job Analysis process and steps • Job Analysis data collection techniques • Skill Matrix and Competency Profiling • Job Designing and techniques Summary
Talent acquisition for productivity and profitChapter: 4 ! Recruitment and Selection 60 right employee for right job Chapter 5: Recruitment & Selection
61 Getting the perfect employee isn’t easy Recruitment is a process of attracting a pool of suitable applications for a vacant position. ! Selection is a process of choosing the best person for that vacant position from the pool of recruited applicants. Acquisition
Recruitment & Selection Steps 62 Acquisition Process
Recruitment and Selection flow 63
Job Analysis / Exit Interview ! What fits my business objective? Job Offer / Contract ! ! Can I offer the candidate a job? Conduct Selection Process ! Does a candidate match the requirements? Job Description ! ! What do I want the job to deliver? Personnel Specification ! What knowledge, skills, abilities do I want for this position? Evaluate Effectiveness ! Did my recruitment & selection procedure meet my objectives? Employment Terms & Conditions ! What are the contractual issues relating to the job? Shortlist Applications ! ! Who satisfies the short listing criteria? Communicate Vacancy ! ! How will I reach my target audience? 64 Acquisition Planning
Labour Market Demand & supply of manpower, knowledge economy, globalisation, outsourcing, technology, open market economy Industry Purpose of business, nature & type of business, corporate image, organisational branding Demography Population, age, ethnicity, gender, birth, death, migration, education, nationality, religion Target Role Job duties & responsibilities, job context, physical & emotional labour, aesthetic skills, 65 Acquisition Process - Analysis
Social Networks Print Media Recruitment Agency Organisation’s Website Campus Recruitment Headhunting Referral 66 Recruitment Sources
67
68
69 False Positive and False Negative Halo / Horn effect Contagious bias Logical error Validity Reliability Errors and Remedies
70 Job Interview
71 Job Fit - use of tests and interview questions that relate specifically to the tasks, responsibilities, qualifications and experiences required to perform the job. Organisation Fit - use of personality tests to find out how well an applicant’s personality fits the unique culture of the organisation. Perfect Fit
72 Induction is the orientation session of the new employees. It teaches new employees what they need to know about their new work environment to perform their jobs properly. Feel welcome and comfortable Begin the socialisation Understand the organisation Know what is expected at work Orientation Helps New Employees Induction Programme
73 Company Organisation and Operations Safety Measures 
 and Regulations Facilities Tour Employee Orientation Employee Benefit Information Personnel Policies Daily Routine Induction is the orientation session of the new employees. It teaches new employees what they need to know about their new work environment to perform their jobs properly. Induction Programme
74 • This is an employee’s final interview following separation. • The purpose is to find out why the employee is leaving (if the separation is voluntary) or to provide counselling and assistance in finding a new job. • Organisations underestimate the value of exit interviews for gathering reliable intelligence about why their staff leave. Exit Interview
75 • Recruitment & Selection • Hiring preparation and analysis • Recruitment sources • Recruitment and Selection errors • Job / Organisational fit • Induction programme • Exit Interview Summary
76 if you can’t measure it, you can’t fix it Chapter 6: Performance Appraisal
77 Performance Appraisal means evaluating an employee’s current and previous performance relative to his or her performance standards. PA essentials Accessing individual’s actual performance relative to the standards Setting work standards Providing feedback to the individual Performance = f(A, M, O) A = ability, M = motivation, O = opportunity Performance Appraisal
78 Organisational Operational Personal Fulfilment of Corporate Aims and Objectives Performance Appraisal Needs
79 Performance Appraisal Steps
80 Performance Appraisal Process
81 • A scale that lists a number of traits and a range of performance for each. • The employee is then rated by identifying the score that best describes the level of performance for each trait. • Traits and job factors are taken from Job Analysis. • Simplest and most popular method. Graphic Rating Scale Performance Appraisal Techniques
82 Alternation Ranking Scale • Ranking employees from best to worst on certain trait, choosing highest, then lowest, until all are ranked. • Simple and easy method. 
 Performance Appraisal Techniques
83 Critical Incident Report • Keeping a record of uncommonly good or undesirable examples of an employee’s work related behaviour and reviewing it with the employee. ! • Manager then uses the record to assess the employees’ performance when it is time for PA. ! • Not helpful for comparing employees and making salary decisions. Performance Appraisal Techniques
84 • A written statement describing employee’s strengths, weaknesses, past performance and future development options. ! • Prepared by managers for their subordinates. ! • Depends on managers writing skills. ! • Bias may occur. Essay Description Performance Appraisal Techniques
85 MBO is a comprehensive and formal organisation-wide, goal-setting and appraisal programme, used sometimes as a primary appraisal method or a supplementary method. 
 MBO should follow SMART criteria Management by Objective
86 360-Degree Feedback & Evaluation
87 • Unclear Standard • Halo / Horn Effect • Central Tendency • Leniency or Strictness • Recency effect • Social Comparison Bias • Any other form of bias Performance Appraisal Errors
88 Self-Rating Subordinates 360-Degree 
 Feedback Potential Appraisers Immediate Supervisor Peers Rating 
 Committee Performance Appraiser
89 • Performance Appraisal • Need of Performance Appraisal • Steps of Performance Appraisal • Performance Appraisal process • Performance Appraisal techniques • Management by Objective • 360-degree evaluation • Performance Appraisal errors • Performance Appraisers SummarySummary
90 from employment to employability Chapter 7: Training & Development
91
92 Chapter 7: Training & Development Development ! process of providing employees necessary KSA for doing current and future jobs Negligent Training A situation where an employer fails to train adequately, and the employee subsequently harms a third party. Training ! process of providing employees necessary KSA for doing current jobs
93 Training Process
94 Task Analysis ! A detail study of the job to determine what specific skills the job requires. Performance Analysis ! A process of verifying the performance deficiency and determining training need to correct it. Training Need Analysis Training Need Analysis
Organisational conducted to determine the fit between an organisation’s internal environment and its stated goal detailed study of a job to identify the skills required so that an appropriate training programme may be developed Operational (task) assessing the performance of employees to determine whether a gap exists between current and desired performance identifying all the skills employees possess - even those not currently used on the job Person Skill Need Analysis 95 Training Need Analysis
96 Training Need Analysis Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Centre Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs
97 Strategic Training Plan
98 Types of Training • On-the-Job • Apprenticeship • Job Instruction • Coaching • Mentoring • Lectures / Seminar / Workshop • Audiovisual / Multimedia • Vestibule / Simulated • Computer-based (CBT) / Internet • In-basket Exercise • Role-play • Action learning
99 Types of Training • Job rotation • Action learning • Succession planning • Case study / Management games • Workshop / Seminar • University programme • Leaderless group exercise • In-house development centres / Corporate universities
Reaction Learning Behaviour ROI Organisational Benefit Personal Benefit Review objective, flexibility, process & outcome evaluation, trainer, future improvement 100 Training Evaluation
101 Learning Environment ! • Knowledge Management • Learning Organisation • Sharing Organisation • Linking training & development with rewards & career management
102 Summary • Training & Development • Training Process • Training Need Analysis • Strategic Training Plan • Types of Training • Training Evaluation • Learning Environment
103 Chapter 8: Rewards Management money is much more exciting than anything it buys
Remuneration Package Monetary + Benefits + Incentives Salary Wage PRP Other Rewards 104 Remuneration
Merit Pay / Merit Raise - any salary increase awarded to an employee based on the performance. Scanlon Plan - Joseph Scanlon (1937) • Philosophy of cooperation - managers and workers must rid ‘us’ and ‘them’ attitude, then developing a sense of ownership of the company. • Identity - making employees understand company’s business objectives in terms of product, price, customers, cost. • Competence - careful employee selection and training for high competency level. • Involvement System - employee involvement in suggestions to department and upward hierarchical levels of the organisation. • Sharing of Benefits - sharing suitable ratio of payroll with total sales amount. 105 Remuneration Types
• Profit-sharing plan • Gainsharing plan • Stock-ownership plan • Cost reduction plan • Perquisite • Production bonus plan • Sales commission • Piece rate • Standard hour plan 106 Remuneration Types
• Severance pay • OH&S compensation • Group life insurance • Pension / retirement plan • EAP • Work-life benefits • Cafeteria benefit • Golden handshake 107 Remuneration Types
• External Consideration • Principles of the organisation • Laws of the land • Socio-economic condition • Demand-supply scenario of talents in the industry • Salary survey • Job evaluation & Benchmarking 108 Designing Remuneration Plan
• Internal Consideration • Monetary / non-monetary needs • Effort - Reward relationship • Need maximisation • Equity theory • Performance contingent • Membership contingent DESIGNING REMUNERATION PLAN 109 Designing Remuneration Plan • Open / Secret pay system • Centralised / Decentralised • Broad-banding
• Fit with organisation’s culture. • Fulfilment of the needs of executive employees. • Establishment of pay rates for workers. • Properly linked with performance, competence, achievements, etc. • Issues related with taxation. 110 Strategic Consideration
111
11. CAREER MANAGEMENT ... better career better future ... 112
Career Career - the occupational positions a person has had over time. It is the occupations undertaken for a significant period of a person’s life that offers opportunities for progress. 113
Career Management Career Management Career Planning Career Development the process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. Employee’sPerspective SWOT ! awareness of employees own personal skills, interests, knowledge, etc. and establish action plan to attain goal Organization’s Perspective Support ! lifelong series of activities that contribute to employe’s career exploration, establishment, success and fulfillment 114
Career Cycle Career Cycle is the five stages through which a career evolves Career Cycle Growth (0 - 14) Establishment (24 - 44) Exploration (14 - 24) Maintenance (44 - 65) Decline (65 +) 115
Career Transition 116
Career Transition 117
Career Orientation John Holland says that a person’s personality is an important determination of career choice Holland’s Occupational Orientation Realistic Artistic Enterprising Conventional Social Investigative 118
Realistic - occupations that involve physical activities, requiring skill, strengths and coordination. Example - forestry, agriculture, mining, etc. ! Investigative - occupations that involve cognitive abilities (thinking, organising, understanding) rather than affective activities (feeling, acting, emotional). Example - biologist, chemist, teacher, etc. Career Orientation 119
Career Orientation Social - occupations that involve interpersonal rather than intellectual or physical activities Example - clinical psychology, social work, foreign service, etc. ! Conventional - occupations that involve structured, rule regulated activities. Example - accountant, banker, army, etc. 120
Career Orientation Enterprising - occupations that involve verbal activities aimed at influencing others. Example - manager, lawyer, PRO, etc. ! Artistic - occupations that involve self- expression, emotion, artistic creation. Example - artists, advertising, musicians, etc. 121
Edger Schein of MIT identifies Career Anchors which are the pivots (crucial factors) around which a career swings. People become conscious of them as a result of learning about their talents and abilities, motives and needs, attitudes and values. Technical / Functional Managerial Competency Creativity Autonomy / Independence Security Career Anchors Career Anchors 122
Career Anchors Technical / Functional - people who have strong technical / functional interest, ability, will chose related jobs. Example - engineer, architecture, etc. Managerial Competency - people who have analytical, interpersonal and emotional ability will become managers. Example: HR manager, Finance manager, etc. Creativity - aspire to build / create something creative that is entirely their own product which will bear their name. Example: artist, singer, advertising people, etc. Autonomy / Independence - people who desire to be their own, independent decision making, establishing own company. Example: self employed, small retail business, etc. Security - people who value long- term career stability, job security with a decent income and a stable future. Example - job in a MNC or in a large organization. 123
Promotion Promotion - advancements to positions of increased responsibility. Promotion Decisions: Seniority or competency? How to define and measure competency? Formal or informal process? Vertical, horizontal, other move? 124
Career Issues Career Counselling - giving information and advice to employees to facilitate their career planning and development. Reality Shock - results of a period that may occur at the initial career entry when the new employee’s high job expectation confronts the reality of a boring, unchallenging job. 125
Career Issues Transfer - reassignments to similar positions in other parts of the firm. Outplacement - assistance given to terminated employees to help them find jobs with other organisation. Retirement - the point at which one gives up one’s work because of different reasons. It is a bittersweet experience. Why? Preretirement counselling - making retirement easy for employees by providing advice. 126
127
better safe than sorry 128 Training & Development Chapter: 10
OH & S - BASIC UNDERSTANDING Concerned with the provision of a safe and healthy work environment. Involves injury and disease caused by work, or by combinations of work and non-work activity, or involves the effects of injury and disease not caused by work but having implications for the workplace. To assure so far as possible every working person in an organisation safe and healthful working conditions and to preserve the human resources. Efforts to improve conditions of living for a group of employees / workers. 129
Employees should be protected from needless pain and suffering. Employers have legal obligations to take responsible measures to protect the health and safety of their employees. Accidents, illness and other causes of employee absence and impaired performance cost the employer money. Employer brand image in the market can suffer if its health and safety record is bad. Genuine sense of CSR. Improve moral and loyalty of employees. OH & S - NEED ANALYSIS 130
! Ultimate responsibility for employee wellbeing rests with the employer since employer has the greatest control over the working environment. Text OH & S - PERSPECTIVES 131
In USA, average 5,559 workers die in workplace incidents. In USA, yearly over 4.4 million occupational injuries and illness result from accidents at work. In Australia, yearly 5% of the total workforce suffer from work related injuries. In the UK, 1.3 million workers per year suffer from workplace accidents. In just one province (Shenzhen), China, 2 employees die and more than 200 lose arms and legs per week in workplace accidents. OH & S - FACTS 132
Direct Cost: instant cost (paid to the employee, hospital fee, medicine, etc) = $3,000 Transportation = $500 Forklift repair = $2,000 Total direct cost = $5,500 Indirect Cost: Lost production = $10,000 Long term medication = $5,000 Forklift maintenance = $2,000 Legal proceedings = $10,000 OH&S claim by employee = $25,000 Fine imposed on employer = $10,000 Total indirect cost = $62,000 OH & S - COST 133
Improper OH&S maintenance is very expensive for the country also. Yearly economic loss in Australia is $27 billion. In USA, the annual estimated economic loss is $7 billion. In the UK, annual cost of £2.5 billion occurred to employers for workplace accidents. OH & S - COST 134
Harry McShane, age 16, 1908. Pulled into machinery in a factory in Cincinnati. His arm was ripped off at the shoulder and his leg broken. No compensation paid. After more than 100 years, the situation is almost same in many organizations Many employers still do not provide any compensation to their injured employees. 135
OH&S Planning Corporate Policy Formation Hazard Identification & Risk Control Employee Awareness & Training Establish consultative agreement Establish consultative relationship Set specific policies & objectives Promote, maintain & update OH & S - STRATEGIC PLANNING 136
Ventilation Temperature Lighting Cleaning & decoration Space Sanitary convenience Washing facility Drinking water Eating and resting facility First Aid Fire safety Computer / desk job and fatigue Some key traditional causes of ill-health at work, considered as OH&S issues: OH & S - CAUSES & ISSUES 137
Stress - a condition of strain that affects one’s emotion, thought process and physical conditions. Stressors - conditions that cause stress. All employees need to recognise that stress need not be destructive. Burnout - total depletion of physical and mental resources caused by excessive striving to reach unrealistic work related goals. Too much stress and burnout may lead towards suicide. Rust out - Stress produced from having too little to do. OH & S - CAUSES & ISSUES 138
Sick Building Syndrome - collection of problems relating to the poor design and maintenance of the workplace. Example - poor ventilation, excessive noise, poor thermal control, etc. Substance Abuse - HIV / AIDS, drug, alcohol, smoking, etc. OH & S - CAUSES & ISSUES 139
Chemical Waste & Radiation Oil from the Deepwater Horizon spill pools against the Louisiana coast along Barataria Bay Tuesday, June 8, 2010 OH & S - CAUSES & ISSUES 140
Patches of oil from the Deepwater Horizon spill are seen from an underwater vantage, Monday, June 7, 2010, in the Gulf of Mexico south of Venice, Louisiana OH & S - CAUSES & ISSUES 141
An exhausted oil-covered pelican tries to climb over an oil containment boom, Louisiana, June 5, 2010 OH & S - CAUSES & ISSUES 142
This image from high resolution video made June 3, 2010, shows oil continuing to pour out at the site of the Deepwater Horizon oil well in the Gulf of Mexico OH & S - CAUSES & ISSUES 143
Chernobyl Nuclear Plant Disaster 1986, Russia Ship Breaking Yard, Sitakunda, Chittagong OH & S - CAUSES & ISSUES 144
Desk Rage - Offensive / violent behaviour occurring in the office OH & S - CAUSES & ISSUES 145
Workplace Bullying - Offensive / violent behaviour occurring in the office with other colleagues. OH & S - CAUSES & ISSUES 146
Air Rage - violent behaviour by airline passengers. Economy Class Syndrome - blood clots caused by cramped airline seating arrangements. Sexual Harassment - sexually suggesting remarks, unwanted advancements, etc. Work-family Conflict - conflicting demands made on an individual by home and work. OH & S - CAUSES & ISSUES 147
Employee Assistance Program - programs offered by firms to provide support and counselling to employees undergoing stress or encountering other problems arising in the workplace or in their personal life. OH & S - EAP 148
List of possible EAP: Advice & support Counselling Personal development Gym facility Canteen Work environment Religious and moral development Employees can live with stress quite happily if they plan, keep a balance between work and leisure, and practice stress-reducing exercise and habits regularly. EAP 149

More Related Content

Mgt 351 lecture_series-libre

  • 1. Human Resource Management 1 ©Muhammad Faisol Chowdhury Senior Lecturer of HRM, School of Business, North South University
  • 2. 2 Chapter 1 - Introduction to HRM Productivity & Profit People
  • 8. Transactional HRIS Payroll Administrative Traditional Planning Job Analysis Recruitment Selection Training Performance Appraisal Salary & Compensation OH&S Industrial Relations International HRM Transformational Ethical & Legal Environment People Development Performance Management Knowledge & Culture Diversity Management Change Management Contemporary Surveillance Humour Management Office Context Emotion Management Motivation & Empowerment Etc 8 HRM Functions
  • 9. Hard Approach “Some people are not used to an environment where excellence is expected.” ! Steve Jobs CEO, Apple 9 HRM Approaches
  • 10. Soft Approach “Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No! I replied. I just spent $600,000 training him. Why would I want somebody to hire his experience?” ! Thomas J Watson CEO, IBM 10 HRM Approaches
  • 11. A line function is one that directly advances an organisation in its core work. E.g. production, sales, marketing. Line Managers direct the work of subordinates in accomplishing the organisation’s goals. A staff function supports the organisation with specialised advisory and support functions. E.g. human resources, finance, public relations. Staff Managers assist and advice line managers in accomplishing the organisation’s goal. 11 Line & Staff
  • 12. What other forces can change the business environment? 12 HRM & Business Environment
  • 13. Can HRM be defined by using the following words? ! employee, people, manage, productive, meaningful, profit, employer, relationship, objective, happy, need, harmonious, worker, use, business, satisfaction, success, growth, organisation 13 HRM Definition
  • 14. • Definition of HRM • Need of HRM • Functions of HRM • Hard and soft HRM approach • Line and staff function • Changing business environment and HRM 14 Summary
  • 15. obligations of the organisation 15 Chapter 2 - Ethics, Legality & Diversity
  • 16. Employer’s Obligation Employee’s Obligation Ethical issues, legal duties and obligations defined in law that are fulfilled by both parties Legal written document / agreement between employer and employee specifying legal obligations of each Employment Contract 16 Obligations
  • 17. Psychological Contract between employer and employee 17 Personality Iceberg Surface Level Visible, cognitive factor which are easy to change Deep Level Invisible, emotional factor which are difficult to change Behaviour Values Beliefs
  • 18. • EEO - Equal Employment Opportunity • AA - Affirmative Action • Reverse Discrimination • Anti Discrimination • Workplace Discrimination • Harassment • Direct Discrimination • Indirect Discrimination 18 Ethics & HRM
  • 19. Age Career status Criminal conviction Industrial activity Marital status Physical features Political belief Religion Experience Gender Personality Country Association involvement Education & Institution Sexual preference Behaviour & Attitude Personal characteristics Family information Ethnicity Medical history Pregnancy Disability Culture Nepotism Which of the following statuses can be considered discriminatory when a work related decision is made based on them? 19 Workplace Discrimination
  • 21. Whistleblowing - Risky or Safe? Will you be a whistleblower in your employment? 21
  • 23. Benefits ? Problems ?Challenges ? Research shows that - ✔ Performance of a diverse workforce is better than a homogenous workforce. ✔ Diversity when mismanaged can become very costly for organisation. 23 Managing Diversity
  • 24. These are the elements of ethical and diverse workforce 24 Managing Diversity
  • 25. What is business ethics? What is ethical climate of an organisation? 25 Ethical Business Practice
  • 26. Are we aware of ethical business practice? ! What role does HRM play in ethical business practice? ! How can you encourage your organisation to involve in ethical business practices? 26 Ethical Business Practice
  • 27. What is she waiting for? ! Why the wait is so long? ! What can you do about it? ! What can HRM do about it? 27 Ethical Business Practice
  • 28. Can we make a difference? ! How easy it is to make a difference? 28 Ethical Business Practice
  • 29. Child Labour should we accept or ban it? What issues to consider if we accept or ban it? 29 Ethical Business Practice
  • 30. 30 Summary • Employment and Psychological contract • Ethics and HRM • Diversity Management • Ethical Business Practice
  • 31. alignment of people and organisation 31 Chapter 3: Human Resource Planning
  • 32. Human Resource Planning is a strategy of Acquisition Development Retention of people of an organisation under changing business conditions Utilisation Globalisation, Economy, Politics, Environment, Demography, Technology Strategic HRM balances firm’s internal strengths and weaknesses with external opportunities and threats (SWOT) 32 HR Planning
  • 33. A key function of HR planning is a systematic process of manpower planning and forecasting Forecast supply Forecast demand 33 Manpower Planning & Forecasting
  • 35. It is determined by individuals’ level of contribution and satisfaction in their job role. ! Engaged employees are enthused, committed, satisfied, and in gear. ! They use their talents and discretionary efforts to make a positive and sustainable difference in business. 35 Employee Engagement
  • 37. 37 Hamsters & Honeymooners are those who have high levels of job satisfaction but low levels of contribution. In the organisation Hamster employees may be working enthusiastically but on the wrong things so that they do not deliver the results needed. Honeymooners are new either to the organisation or to their role. They are excited about this new stage of their career and about making a difference in your organisation, but they are not fully productive. Employee Engagement Process
  • 38. 38 Employee Engagement Process Disengaged are those who are most disconnected from organisational priorities and are not getting what they want from their work. Crash & Burners are those who are high performers, delivering what the organisation needs, but disillusioned or not achieving their personal definition of success. Almost Engaged are those who are reasonably satisfied with their jobs and are among the highest performers. Engaged are those who contribute fully to the success of the organisation and find great satisfaction on their work.
  • 40. Michael Porter’s Five Forces Model 40 Business Environment
  • 41. Michael Porter’s Three Generic Strategies 41 Business Environment
  • 42. A successful Human Resource Planning ensures that an organisation - • has right number of employees • with right qualification and skill • hired at the right time • appointed at the right place • are doing the right tasks 42 Successful HRP
  • 43. • Human Resource Planning • Manpower Planning & Forecasting • Business environment • Five Forces Model • Three Generic Strategies 43 Summary
  • 44. proper inspection of job 44 Chapter 4: Job Analysis & Design
  • 48. Direct observation of employees engaged in different tasks. ! What are the advantages and disadvantages of this technique? 48 JA Data Collection - Observation
  • 49. Interviewing employees to find out the tasks they perform. ! What are the advantages and disadvantages of this technique? 49 JA Data Collection - Interview
  • 50. Distributing questionnaire to employees to collect their responses. ! What are the advantages and disadvantages of this technique? 50 JA Data Collection - Questionnaire
  • 51. Daily listing of tasks performed by workers along with time spent for each task. ! What are the advantages and disadvantages of this technique? 51 JA Data Collection - Record & Log
  • 52. • It is a matrix prepared for each employee with each job. The matrix is prepared with the scale of: • the basic skills needed for the job • the minimum level of each skills required for the job • It shifts employee focus from specific job duties to developing new skills. • It works as a constant reminder that employees need to increase their skill and determines skill based pay system. 52 Skill Matrix
  • 54. • It is a job analysis method that focuses on the skills and behaviours needed to successfully perform a job. • Instead of thinking people having jobs with a particular set of activities limited to job descriptions, HR Managers focus on person-oriented approaches. • Employees are considered as ‘Human Resources’ of the organisation. • Focusing on how individual employees support the need of the organisation. • Example: MTO positions 54 Competency Profiling
  • 55. Standardise work procedure where employees perform repetitive, precisely defined tasks. Also known as assembly line or job simplification. It is associated with Fordism and Taylorism. 55 Job Design - Specialisation
  • 56. Standardise work procedure where employees perform repetitive, precisely defined tasks. Also known as assembly line or job simplification. It is associated with Fordism and Taylorism. 56 Job Design - Rotation
  • 57. 57 Dejobbing - broadening the responsibilities of job and encouraging employees work as team and not to limit themselves to job description. ! Enrichment - vertical expansion of job adding higher level task, without changing the status of the employee. ! Enlargement - horizontal expansion of job adding more tasks from same level, without changing the status of the employee. ! Morphing - practicing both enrichment and enlargement with same job. Job Design - Dejobbing, Enrichment, Enlargement
  • 58. 58 • JCM (Job Characteristics Model) - Developed by Oldham & Hackman in 1980, a framework for job design by addressing employee needs. • Skill Variety - employee needs to perform multitasking by using different knowledge and skills. • Task Identity - job holder should be able to see how their work contributes to the organisation goal. • Task Significance - the degree to which performance of the job affects the lives and work of others. • Autonomy - relates to independence, decision-making freedom, job holder has. • Feedback - receiving information about how effectively the job holder has completed the task. Job Design - JCM
  • 59. 59 • Job Analysis - job description and job specification • Job Analysis process and steps • Job Analysis data collection techniques • Skill Matrix and Competency Profiling • Job Designing and techniques Summary
  • 60. Talent acquisition for productivity and profitChapter: 4 ! Recruitment and Selection 60 right employee for right job Chapter 5: Recruitment & Selection
  • 61. 61 Getting the perfect employee isn’t easy Recruitment is a process of attracting a pool of suitable applications for a vacant position. ! Selection is a process of choosing the best person for that vacant position from the pool of recruited applicants. Acquisition
  • 62. Recruitment & Selection Steps 62 Acquisition Process
  • 64. Job Analysis / Exit Interview ! What fits my business objective? Job Offer / Contract ! ! Can I offer the candidate a job? Conduct Selection Process ! Does a candidate match the requirements? Job Description ! ! What do I want the job to deliver? Personnel Specification ! What knowledge, skills, abilities do I want for this position? Evaluate Effectiveness ! Did my recruitment & selection procedure meet my objectives? Employment Terms & Conditions ! What are the contractual issues relating to the job? Shortlist Applications ! ! Who satisfies the short listing criteria? Communicate Vacancy ! ! How will I reach my target audience? 64 Acquisition Planning
  • 65. Labour Market Demand & supply of manpower, knowledge economy, globalisation, outsourcing, technology, open market economy Industry Purpose of business, nature & type of business, corporate image, organisational branding Demography Population, age, ethnicity, gender, birth, death, migration, education, nationality, religion Target Role Job duties & responsibilities, job context, physical & emotional labour, aesthetic skills, 65 Acquisition Process - Analysis
  • 66. Social Networks Print Media Recruitment Agency Organisation’s Website Campus Recruitment Headhunting Referral 66 Recruitment Sources
  • 67. 67
  • 68. 68
  • 69. 69 False Positive and False Negative Halo / Horn effect Contagious bias Logical error Validity Reliability Errors and Remedies
  • 71. 71 Job Fit - use of tests and interview questions that relate specifically to the tasks, responsibilities, qualifications and experiences required to perform the job. Organisation Fit - use of personality tests to find out how well an applicant’s personality fits the unique culture of the organisation. Perfect Fit
  • 72. 72 Induction is the orientation session of the new employees. It teaches new employees what they need to know about their new work environment to perform their jobs properly. Feel welcome and comfortable Begin the socialisation Understand the organisation Know what is expected at work Orientation Helps New Employees Induction Programme
  • 73. 73 Company Organisation and Operations Safety Measures 
 and Regulations Facilities Tour Employee Orientation Employee Benefit Information Personnel Policies Daily Routine Induction is the orientation session of the new employees. It teaches new employees what they need to know about their new work environment to perform their jobs properly. Induction Programme
  • 74. 74 • This is an employee’s final interview following separation. • The purpose is to find out why the employee is leaving (if the separation is voluntary) or to provide counselling and assistance in finding a new job. • Organisations underestimate the value of exit interviews for gathering reliable intelligence about why their staff leave. Exit Interview
  • 75. 75 • Recruitment & Selection • Hiring preparation and analysis • Recruitment sources • Recruitment and Selection errors • Job / Organisational fit • Induction programme • Exit Interview Summary
  • 76. 76 if you can’t measure it, you can’t fix it Chapter 6: Performance Appraisal
  • 77. 77 Performance Appraisal means evaluating an employee’s current and previous performance relative to his or her performance standards. PA essentials Accessing individual’s actual performance relative to the standards Setting work standards Providing feedback to the individual Performance = f(A, M, O) A = ability, M = motivation, O = opportunity Performance Appraisal
  • 78. 78 Organisational Operational Personal Fulfilment of Corporate Aims and Objectives Performance Appraisal Needs
  • 81. 81 • A scale that lists a number of traits and a range of performance for each. • The employee is then rated by identifying the score that best describes the level of performance for each trait. • Traits and job factors are taken from Job Analysis. • Simplest and most popular method. Graphic Rating Scale Performance Appraisal Techniques
  • 82. 82 Alternation Ranking Scale • Ranking employees from best to worst on certain trait, choosing highest, then lowest, until all are ranked. • Simple and easy method. 
 Performance Appraisal Techniques
  • 83. 83 Critical Incident Report • Keeping a record of uncommonly good or undesirable examples of an employee’s work related behaviour and reviewing it with the employee. ! • Manager then uses the record to assess the employees’ performance when it is time for PA. ! • Not helpful for comparing employees and making salary decisions. Performance Appraisal Techniques
  • 84. 84 • A written statement describing employee’s strengths, weaknesses, past performance and future development options. ! • Prepared by managers for their subordinates. ! • Depends on managers writing skills. ! • Bias may occur. Essay Description Performance Appraisal Techniques
  • 85. 85 MBO is a comprehensive and formal organisation-wide, goal-setting and appraisal programme, used sometimes as a primary appraisal method or a supplementary method. 
 MBO should follow SMART criteria Management by Objective
  • 87. 87 • Unclear Standard • Halo / Horn Effect • Central Tendency • Leniency or Strictness • Recency effect • Social Comparison Bias • Any other form of bias Performance Appraisal Errors
  • 88. 88 Self-Rating Subordinates 360-Degree 
 Feedback Potential Appraisers Immediate Supervisor Peers Rating 
 Committee Performance Appraiser
  • 89. 89 • Performance Appraisal • Need of Performance Appraisal • Steps of Performance Appraisal • Performance Appraisal process • Performance Appraisal techniques • Management by Objective • 360-degree evaluation • Performance Appraisal errors • Performance Appraisers SummarySummary
  • 90. 90 from employment to employability Chapter 7: Training & Development
  • 91. 91
  • 92. 92 Chapter 7: Training & Development Development ! process of providing employees necessary KSA for doing current and future jobs Negligent Training A situation where an employer fails to train adequately, and the employee subsequently harms a third party. Training ! process of providing employees necessary KSA for doing current jobs
  • 94. 94 Task Analysis ! A detail study of the job to determine what specific skills the job requires. Performance Analysis ! A process of verifying the performance deficiency and determining training need to correct it. Training Need Analysis Training Need Analysis
  • 95. Organisational conducted to determine the fit between an organisation’s internal environment and its stated goal detailed study of a job to identify the skills required so that an appropriate training programme may be developed Operational (task) assessing the performance of employees to determine whether a gap exists between current and desired performance identifying all the skills employees possess - even those not currently used on the job Person Skill Need Analysis 95 Training Need Analysis
  • 96. 96 Training Need Analysis Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Centre Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs
  • 98. 98 Types of Training • On-the-Job • Apprenticeship • Job Instruction • Coaching • Mentoring • Lectures / Seminar / Workshop • Audiovisual / Multimedia • Vestibule / Simulated • Computer-based (CBT) / Internet • In-basket Exercise • Role-play • Action learning
  • 99. 99 Types of Training • Job rotation • Action learning • Succession planning • Case study / Management games • Workshop / Seminar • University programme • Leaderless group exercise • In-house development centres / Corporate universities
  • 100. Reaction Learning Behaviour ROI Organisational Benefit Personal Benefit Review objective, flexibility, process & outcome evaluation, trainer, future improvement 100 Training Evaluation
  • 101. 101 Learning Environment ! • Knowledge Management • Learning Organisation • Sharing Organisation • Linking training & development with rewards & career management
  • 102. 102 Summary • Training & Development • Training Process • Training Need Analysis • Strategic Training Plan • Types of Training • Training Evaluation • Learning Environment
  • 103. 103 Chapter 8: Rewards Management money is much more exciting than anything it buys
  • 104. Remuneration Package Monetary + Benefits + Incentives Salary Wage PRP Other Rewards 104 Remuneration
  • 105. Merit Pay / Merit Raise - any salary increase awarded to an employee based on the performance. Scanlon Plan - Joseph Scanlon (1937) • Philosophy of cooperation - managers and workers must rid ‘us’ and ‘them’ attitude, then developing a sense of ownership of the company. • Identity - making employees understand company’s business objectives in terms of product, price, customers, cost. • Competence - careful employee selection and training for high competency level. • Involvement System - employee involvement in suggestions to department and upward hierarchical levels of the organisation. • Sharing of Benefits - sharing suitable ratio of payroll with total sales amount. 105 Remuneration Types
  • 106. • Profit-sharing plan • Gainsharing plan • Stock-ownership plan • Cost reduction plan • Perquisite • Production bonus plan • Sales commission • Piece rate • Standard hour plan 106 Remuneration Types
  • 107. • Severance pay • OH&S compensation • Group life insurance • Pension / retirement plan • EAP • Work-life benefits • Cafeteria benefit • Golden handshake 107 Remuneration Types
  • 108. • External Consideration • Principles of the organisation • Laws of the land • Socio-economic condition • Demand-supply scenario of talents in the industry • Salary survey • Job evaluation & Benchmarking 108 Designing Remuneration Plan
  • 109. • Internal Consideration • Monetary / non-monetary needs • Effort - Reward relationship • Need maximisation • Equity theory • Performance contingent • Membership contingent DESIGNING REMUNERATION PLAN 109 Designing Remuneration Plan • Open / Secret pay system • Centralised / Decentralised • Broad-banding
  • 110. • Fit with organisation’s culture. • Fulfilment of the needs of executive employees. • Establishment of pay rates for workers. • Properly linked with performance, competence, achievements, etc. • Issues related with taxation. 110 Strategic Consideration
  • 111. 111
  • 112. 11. CAREER MANAGEMENT ... better career better future ... 112
  • 113. Career Career - the occupational positions a person has had over time. It is the occupations undertaken for a significant period of a person’s life that offers opportunities for progress. 113
  • 114. Career Management Career Management Career Planning Career Development the process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. Employee’sPerspective SWOT ! awareness of employees own personal skills, interests, knowledge, etc. and establish action plan to attain goal Organization’s Perspective Support ! lifelong series of activities that contribute to employe’s career exploration, establishment, success and fulfillment 114
  • 115. Career Cycle Career Cycle is the five stages through which a career evolves Career Cycle Growth (0 - 14) Establishment (24 - 44) Exploration (14 - 24) Maintenance (44 - 65) Decline (65 +) 115
  • 118. Career Orientation John Holland says that a person’s personality is an important determination of career choice Holland’s Occupational Orientation Realistic Artistic Enterprising Conventional Social Investigative 118
  • 119. Realistic - occupations that involve physical activities, requiring skill, strengths and coordination. Example - forestry, agriculture, mining, etc. ! Investigative - occupations that involve cognitive abilities (thinking, organising, understanding) rather than affective activities (feeling, acting, emotional). Example - biologist, chemist, teacher, etc. Career Orientation 119
  • 120. Career Orientation Social - occupations that involve interpersonal rather than intellectual or physical activities Example - clinical psychology, social work, foreign service, etc. ! Conventional - occupations that involve structured, rule regulated activities. Example - accountant, banker, army, etc. 120
  • 121. Career Orientation Enterprising - occupations that involve verbal activities aimed at influencing others. Example - manager, lawyer, PRO, etc. ! Artistic - occupations that involve self- expression, emotion, artistic creation. Example - artists, advertising, musicians, etc. 121
  • 122. Edger Schein of MIT identifies Career Anchors which are the pivots (crucial factors) around which a career swings. People become conscious of them as a result of learning about their talents and abilities, motives and needs, attitudes and values. Technical / Functional Managerial Competency Creativity Autonomy / Independence Security Career Anchors Career Anchors 122
  • 123. Career Anchors Technical / Functional - people who have strong technical / functional interest, ability, will chose related jobs. Example - engineer, architecture, etc. Managerial Competency - people who have analytical, interpersonal and emotional ability will become managers. Example: HR manager, Finance manager, etc. Creativity - aspire to build / create something creative that is entirely their own product which will bear their name. Example: artist, singer, advertising people, etc. Autonomy / Independence - people who desire to be their own, independent decision making, establishing own company. Example: self employed, small retail business, etc. Security - people who value long- term career stability, job security with a decent income and a stable future. Example - job in a MNC or in a large organization. 123
  • 124. Promotion Promotion - advancements to positions of increased responsibility. Promotion Decisions: Seniority or competency? How to define and measure competency? Formal or informal process? Vertical, horizontal, other move? 124
  • 125. Career Issues Career Counselling - giving information and advice to employees to facilitate their career planning and development. Reality Shock - results of a period that may occur at the initial career entry when the new employee’s high job expectation confronts the reality of a boring, unchallenging job. 125
  • 126. Career Issues Transfer - reassignments to similar positions in other parts of the firm. Outplacement - assistance given to terminated employees to help them find jobs with other organisation. Retirement - the point at which one gives up one’s work because of different reasons. It is a bittersweet experience. Why? Preretirement counselling - making retirement easy for employees by providing advice. 126
  • 127. 127
  • 128. better safe than sorry 128 Training & Development Chapter: 10
  • 129. OH & S - BASIC UNDERSTANDING Concerned with the provision of a safe and healthy work environment. Involves injury and disease caused by work, or by combinations of work and non-work activity, or involves the effects of injury and disease not caused by work but having implications for the workplace. To assure so far as possible every working person in an organisation safe and healthful working conditions and to preserve the human resources. Efforts to improve conditions of living for a group of employees / workers. 129
  • 130. Employees should be protected from needless pain and suffering. Employers have legal obligations to take responsible measures to protect the health and safety of their employees. Accidents, illness and other causes of employee absence and impaired performance cost the employer money. Employer brand image in the market can suffer if its health and safety record is bad. Genuine sense of CSR. Improve moral and loyalty of employees. OH & S - NEED ANALYSIS 130
  • 131. ! Ultimate responsibility for employee wellbeing rests with the employer since employer has the greatest control over the working environment. Text OH & S - PERSPECTIVES 131
  • 132. In USA, average 5,559 workers die in workplace incidents. In USA, yearly over 4.4 million occupational injuries and illness result from accidents at work. In Australia, yearly 5% of the total workforce suffer from work related injuries. In the UK, 1.3 million workers per year suffer from workplace accidents. In just one province (Shenzhen), China, 2 employees die and more than 200 lose arms and legs per week in workplace accidents. OH & S - FACTS 132
  • 133. Direct Cost: instant cost (paid to the employee, hospital fee, medicine, etc) = $3,000 Transportation = $500 Forklift repair = $2,000 Total direct cost = $5,500 Indirect Cost: Lost production = $10,000 Long term medication = $5,000 Forklift maintenance = $2,000 Legal proceedings = $10,000 OH&S claim by employee = $25,000 Fine imposed on employer = $10,000 Total indirect cost = $62,000 OH & S - COST 133
  • 134. Improper OH&S maintenance is very expensive for the country also. Yearly economic loss in Australia is $27 billion. In USA, the annual estimated economic loss is $7 billion. In the UK, annual cost of £2.5 billion occurred to employers for workplace accidents. OH & S - COST 134
  • 135. Harry McShane, age 16, 1908. Pulled into machinery in a factory in Cincinnati. His arm was ripped off at the shoulder and his leg broken. No compensation paid. After more than 100 years, the situation is almost same in many organizations Many employers still do not provide any compensation to their injured employees. 135
  • 136. OH&S Planning Corporate Policy Formation Hazard Identification & Risk Control Employee Awareness & Training Establish consultative agreement Establish consultative relationship Set specific policies & objectives Promote, maintain & update OH & S - STRATEGIC PLANNING 136
  • 137. Ventilation Temperature Lighting Cleaning & decoration Space Sanitary convenience Washing facility Drinking water Eating and resting facility First Aid Fire safety Computer / desk job and fatigue Some key traditional causes of ill-health at work, considered as OH&S issues: OH & S - CAUSES & ISSUES 137
  • 138. Stress - a condition of strain that affects one’s emotion, thought process and physical conditions. Stressors - conditions that cause stress. All employees need to recognise that stress need not be destructive. Burnout - total depletion of physical and mental resources caused by excessive striving to reach unrealistic work related goals. Too much stress and burnout may lead towards suicide. Rust out - Stress produced from having too little to do. OH & S - CAUSES & ISSUES 138
  • 139. Sick Building Syndrome - collection of problems relating to the poor design and maintenance of the workplace. Example - poor ventilation, excessive noise, poor thermal control, etc. Substance Abuse - HIV / AIDS, drug, alcohol, smoking, etc. OH & S - CAUSES & ISSUES 139
  • 140. Chemical Waste & Radiation Oil from the Deepwater Horizon spill pools against the Louisiana coast along Barataria Bay Tuesday, June 8, 2010 OH & S - CAUSES & ISSUES 140
  • 141. Patches of oil from the Deepwater Horizon spill are seen from an underwater vantage, Monday, June 7, 2010, in the Gulf of Mexico south of Venice, Louisiana OH & S - CAUSES & ISSUES 141
  • 142. An exhausted oil-covered pelican tries to climb over an oil containment boom, Louisiana, June 5, 2010 OH & S - CAUSES & ISSUES 142
  • 143. This image from high resolution video made June 3, 2010, shows oil continuing to pour out at the site of the Deepwater Horizon oil well in the Gulf of Mexico OH & S - CAUSES & ISSUES 143
  • 144. Chernobyl Nuclear Plant Disaster 1986, Russia Ship Breaking Yard, Sitakunda, Chittagong OH & S - CAUSES & ISSUES 144
  • 145. Desk Rage - Offensive / violent behaviour occurring in the office OH & S - CAUSES & ISSUES 145
  • 146. Workplace Bullying - Offensive / violent behaviour occurring in the office with other colleagues. OH & S - CAUSES & ISSUES 146
  • 147. Air Rage - violent behaviour by airline passengers. Economy Class Syndrome - blood clots caused by cramped airline seating arrangements. Sexual Harassment - sexually suggesting remarks, unwanted advancements, etc. Work-family Conflict - conflicting demands made on an individual by home and work. OH & S - CAUSES & ISSUES 147
  • 148. Employee Assistance Program - programs offered by firms to provide support and counselling to employees undergoing stress or encountering other problems arising in the workplace or in their personal life. OH & S - EAP 148
  • 149. List of possible EAP: Advice & support Counselling Personal development Gym facility Canteen Work environment Religious and moral development Employees can live with stress quite happily if they plan, keep a balance between work and leisure, and practice stress-reducing exercise and habits regularly. EAP 149