Change in behavioural dynamics
• Human Resource from the national viewpoint – knowledge skills, creative abilities, talents and aptitudes obtained in the population.
• Human resource from the enterprise point of view represent inherent abilities, acquired knowledge and skills
The employee develops a four dimensional relationship Management & workers workers themselves among managerial personnel
Behaviour measures are very useful in assessing how a job is done A managers prompt reporting or leadership style
Role clarity is important when working in a team.
Role Negotiation
People at work
Human resources are paramount in the success of any organization. Most problems in organizations are human and social rather than physical, technical or economic.
It is not the mass of machines and technological processes but the body of men. It is not the complexity of matter but of humanity that is important.
People at work comprise of individual of different sex, age, socio-religious group and different educational or literacy standards.These individuals show certain similar and certain dissimilar characteristics.
Employee Vs Organizations needs
Each individual has his own set of needs, drives goals & experiences. Each human being is a product of his biological inheritances but interactions with environment.
Family, religion, caste, education technological innovations and environmental influences affects the individual as he works.
Management must be aware of organizational as well as employee needs.
Organizational Dynamics
The organizational dynamics include people at work
People who manage them
Public –
· consumers,
· shareholders,
· entrepreneurs
· government suppliers.
· consumers,
· shareholders,
· entrepreneurs
· government suppliers.
Four Dimensional Relationship
among different members of the organization and the community.
Behaviour Based Performance
When personnel in staff positions and individuals work in group assignments – it becomes difficult to identify contribution of each group member.
Appraisals consider behaviour of employees rather than their personal traits.
For a sales person how is a customer greeted on arrival, help assistance and happy departure
In behaviour based appraisals employees are assessed on what they do on the job.
Some managers succeed in quiet unassuming way commanding respect and loyalty, others succeed by adopting an aggressive, driving style conversely each of these may lead to failure.
Role clarity, Role Negotiation, Quantitative Models in HR
Your team role is defined in terms of your products and the contribution you make to the team.
e.g. Motor mechanics product is a smooth running car, the tasks involved are inspection, identifying faults, servicing the car. Similarly of a waiter, tailor and financial consultant.
Hard vs Soft products. Mechanic producing smooth running car is hard product – the feeling of satisfaction in a customer is soft product.
Role clarity and role expectations are pre-requisites of managerial success.
Role Negotiation
Managers need to negotiate their role with employers and the company’s role in commercial transactions. Role play – negotiate your salary
Tips for Role Negotiation
Be Prepared : Get all information about market. Use different sources of information formal and informal. Time spent for preparation is your best investment.
Take a holistic and not a narrow view
Understand & Grasp the dynamics of negotiations
Size up the situation
Assess strengths
Move forward or regress when you have an advantage
Never lie use truth to your advantage
Understand the role of fairness in the negotiation process.
Negotiations is an ongoing process – whether for a job for a role in the team or a commercial deal.
Imbibe & use different strategies to negotiate the best for yourself and your company.
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