Employee socialization & orientation

Past and and future trends in OD. The ppt shows possible future trends in OD with respect to past trends.

The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.

Fredrick Herzberg developed the two-factor theory of motivation in the 1950s and 1960s based on interviews with 200 engineers and accountants. The theory distinguishes between hygiene factors, like salary and working conditions, which prevent dissatisfaction but do not motivate, and motivational factors like achievement, recognition, and responsibility, which positively motivate employees. Herzberg concluded managers should focus on motivational factors like job enrichment to increase employee satisfaction and motivation rather than just hygiene factors. However, the theory has been criticized for having a limited scope and methodology.

This document provides an introduction to a study on employee motivation. It includes definitions of motivation, the importance of motivation, what motivates employees, frameworks and types of motivation. Key points discussed include the need to align employee and organizational goals, understanding what motivates each individual employee, and that supporting motivation is an ongoing process not a single task. Intrinsic motivators like empowerment, growth and purpose are highlighted as particularly effective. The document lays out the background and context for a research study on employee motivation.

This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.

The document discusses the neoclassical theory of management. It states that the neoclassical approach was first established by Alfred Marshall and that George Elton Mayo is considered the founder of the neoclassical theory. The document outlines key distinctions between the classical and neoclassical approaches, noting that the neoclassical approach focuses more on human qualities and treats workers as social beings rather than just economic functions. It also describes the human relations movement proposed by Mayo which emphasized employee-centric and participative leadership styles to motivate workers.

Employee relations consists of all areas involving relationships with employees, including terms of employment and issues arising from employment. Employee relation departments handle employee grievances, recognition, and morale to maintain a healthy work environment while meeting management's expectations. Key factors that influence employee relations include institutional, economic, technological, psychological, political/legal, and global influences. Maintaining positive employee relations requires consideration of policies, organizational culture, adaptability, codes of conduct, unions, ownership structure, workforce composition, technology, and attitudes of owners and workers. Well-planned employee relations aims to avoid conflicts and satisfy both employers and employees to help organizations reach their goals.

The process of recuitment and selection from the book, "Selling and Sales Management" by David Jobber and Geoff Lancaster (7th edition)

The document discusses various factors to consider when determining employee pay rates, including compensation plans, legal requirements, and equity. It covers types of wages based on time or performance, exempt vs non-exempt employee classifications, key US labor laws, and how to align compensation with business strategy and maintain pay equity.

Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.

This document discusses factors that influence wage and salary structures and administration. It identifies six main factors: productivity, an organization's capacity to pay, managerial attitudes, going wages and salaries paid by other companies, supply and demand of labor, and cost of living. It notes that productivity, capacity to pay, and cost of living are particularly important determinants. The document also lists some additional influencing factors such as labor costs, job requirements, union pressures, an organization's desire to build goodwill, and government policies and legislation.

Human resource management systems operate throughout an employee's tenure with a company, from recruitment and selection through employment management including rewards, appraisals, industrial relations, and termination of employment through retirement, resignation, redundancy, or dismissal. The role of the human resources professional has evolved from administrative personnel functions to strategic partner, employee advocate, change champion, coach, and training and development specialist in order to support organizational strategy, create an environment where employees can succeed and contribute, enable successful change initiatives, provide feedback to managers, and develop employee skills.

HRM involves employing, developing, utilizing, maintaining, and compensating employees to contribute to organizational and individual goals as well as society. Ethics in HRM indicates treating employees with decency, justice, and promoting motivation. Unethical practices include discrimination, unsafe work conditions, and biased treatment. HR aims to promote fairness through equal opportunities, respecting employee dignity, and ensuring equitable policies and procedures.

This document provides an overview of employee counselling. It defines counselling as a therapeutic process to help people through difficult times by providing a different viewpoint and encouraging action planning. The presentation then discusses the need for employee counselling in situations like unrealistic targets, excessive workload, and performance issues. It describes developmental counselling as conducted by immediate supervisors, and disciplinary counselling conducted by HR as a pre-penalization step. The document outlines the counselling process of identifying needs, preparing, conducting sessions, and following up. It also discusses counselling styles and notes the benefits of counselling for employees and organizations.

In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society. An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.

This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.

This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.

This document discusses the components of physical fitness including strength, endurance, flexibility, coordinative abilities, and speed. It defines each component and describes types and methods for improving each one. Strength is divided into dynamic and static types, and methods like isometric, isotonic, and isokinetic exercises are outlined. Endurance has continuous, interval, and fartlek training methods. Speed includes acceleration runs and pace runs. Flexibility discusses active vs passive types and ballistic stretching vs static stretching methods. Coordination abilities lists types like orientation, coupling, and reaction abilities.

Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.

Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.

This chapter discusses psychology and sports. It defines sports psychology and explains its importance in understanding psychological factors that affect performance, developing psychological skills, and promoting well-being through sports. It differentiates between growth and development, describing growth as a quantitative increase in size while development includes qualitative psychological and behavioral changes. Key stages of development from infancy to adolescence to adulthood are outlined. Challenges of adolescence including physical, mental, emotional and social changes are explored, along with approaches to managing adolescent problems through education, activities and guidance.

The document discusses the concepts of sports training. It defines sports training as a planned and controlled process aimed at improving motor performance and abilities through systematic effects on physical and mental performance. The key principles of sports training discussed are continuity, overload, individual differences, general and specific preparation, progression, specificity, active involvement, variety, warm up and cool down, rest and recovery, and ensuring results. Warming up is defined as light physical activity performed before training to prepare the body physically and mentally. It increases body temperature, flexibility, and performance while reducing injury risk. Specific warm up exercises target the muscles used in the upcoming activity.

This document discusses different methods for selecting employees, including application blanks, initial interviews, employment tests to assess aptitude, interests, intelligence and skills, additional interviews, recommendations, medical exams, and final interviews. It notes that the goal of selection is to identify candidates most likely to perform jobs effectively and remain with the company. Various test types are described like aptitude, interest, IQ and performance tests to evaluate abilities. The selection process can be internal or external.

Socialization is the lifelong process by which people learn the norms, values, behaviors, and social skills needed to function in their culture. It occurs through interactions with others and influences personality development from infancy through adulthood. The main socialization agents are family, education systems, peer groups, media, and religion. Socialization helps convert individuals into social beings by teaching them appropriate roles, skills, discipline, and how to interact with others. It allows people to learn from each other and adapt across their lifespan.

Organizational socialization is the process of integrating new employees into an organization. There are two types of socialization: collective and individual. Collective socialization involves putting a group of new recruits through common experiences together, while individual socialization occurs when new recruits are brought into the organization separately and put through unique experiences in isolation from one another. Entering a new experience collectively can provide support from others, but individual socialization may promote individual growth despite initial discomfort.

The document discusses various techniques for interviews, including preparing for interviews by researching the company and position, tips for performing well during the interview such as maintaining eye contact and proper posture, and dos and don'ts for interviews including bringing extra resumes and avoiding discussing personal issues. Common interview questions are also provided along with important job sites to search.

Interviewing has advantages such as being motivational for candidates, allowing flexibility, and providing additional information beyond what is on an application. However, interviewing also has disadvantages like requiring training and practice for effective implementation, taking significant time and resources to conduct, potentially compromising confidentiality, and running the risk of cueing or biasing responses due to interviewer characteristics.

It is about the psychological testing history, how it emerged and how it effected; hiring, firing and for upraisal

The document discusses organizational socialization and how it is an interactive process where both the individual and organization influence each other. It defines organizational socialization as the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role. A successful socialization process can lead to outcomes like loyalty and a sense of congruency between one's own values and the organization's values. The key phases of socialization are anticipatory socialization, encounter, and metamorphosis. Throughout, both the individual and organization engage in active agency that shapes the socialization experience.

The document discusses employee socialization in organizations. It defines socialization as the process by which new employees learn the values, norms and behaviors required to participate as organizational members. Effective socialization is important for new employee productivity, commitment and retention. It facilitates adaptation to organizational culture. Socialization programs should orient new employees to the organization's history, objectives and procedures. They also help employees understand their roles and the organization's values. Socialization benefits include increased productivity, healthier employees, stronger teamwork and faster acclimation of new staff. Managers should take ownership of socialization and view it as important for business.