Académique Documents
Professionnel Documents
Culture Documents
HRM
Session 3
Ms. Snigdha Malhota
Topics to be covered:
• Performance Appraisal
• Compensation Management
• Industrial Relations
PERFORMANCE APPRAISAL
Improving
Performance
Making
Strategic
Correct
Behaviour
Decisions
Advantages
Values
Ensuring
&
Legal
Behaviour
Obligations
Minimizing
Turnovers
Establishing
Decision
Performance
Making
Standards
Management By Objective
• MBO Concept was given by Peter Drucker in 1954.
• Participative goal setting, choosing course of action and
decision making.
• Clarity of Goals – specific , measurable, achievable,
realistic , time allotment.
• The focus is on future than on past.
• Highest Motivation.
• Frequent reviews and two ways of communication
between superiors and subordinates.
DISADVANTAGE ????
360DegreeAppraisal
• Self Assessment is an
Superior
indispensable part of 360 degree
appraisal.
• High employee involvement.
Customers
Suppliers/ • Strongest impact on behavior and
Vendors
performance.
• Most credible performance appraisal
Employee methods.
• Tracks the changing perception.
Team
Peers
Members
DISADVANTAGE ??
Subordinate
DISADVANTAGE ??
Job Title
System Hierarchy
Employee Objective of
Classification Job Evaluation
Job
Evaluation
Method
Difference between
Job Evaluation & Performance Appraisal
Job Evaluation Performance Appraisal
1. Rates the Job 1. Rates the Employee
2. Job is rated before hiring 2. Employee is evaluated after
3. Purpose is to establish hiring.
satisfactory wage 3. The purpose is to effect
differentials promotion, rewards, assess
4. Not Compulsory training
5. Committee of expert is 4. Compulsory
required 5. All employees of the
organization is involved
COMPENSATION MANAGEMENT
Compensation Management
Compensation is the
remuneration Motivation
Motivation
received by the
employee in return for
his/ her contribution
to the organization. It
is an organized
Strategic Compensation Need
practice that involves Strategic
Alignment
Alignment
Compensation
Package
Package
Need
Satisfaction
Satisfaction
balancing the work-
employee relation by
providing monetary
and non-monetary
benefits to the Employee
employees. Employee
Retention
Retention
Types of Compensation
Medical
Reimbursements
Basic Special
Salary Allowance
Direct
House Rent Compensation
Bonus
Allowances
Travel
Conveyance
Allowance
Types of Compensation
Overtime
Policy
Leave
Hospitalization
Policy
Flexible Indirect
Insurance
Timings Compensation
Leave
Holiday
Travel
Homes
Retirement Allowance
Benefits
• Drive Performance
• Reduce Strikes
• Grievances Handling
• Absenteeism
• Employee Turnover
• Job Satisfaction
Devising Compensation
Job
Hierarchy
Incentive Payments
Incentives are variable rewards granted to employees
according to the variations in their performance. The
other name for incentive is “payment by results”
Prerequisites for an Effective Incentive System
• The cooperation of employees.
• Based on scientific work measurement.
• Management commitments to the cost and time.
• Proper Planning
Types of Incentive
Piece Rate
Commissions
Bonuses
Merit Raises
Standard Hour Plan
Maturity Curves
Gain Sharing
Profit Sharing
Stock Options
Stock Ownership
Copyright © Amity University
Amity Center for eLearning
Benefits
Formulate Strategy
Reward VS Recognition
REWARD
Refers to programs set up by a company to
reward performance and motivate employees or
individuals and group levels.
Are of Monetary Kinds.
RECOGNITION
Are of Non Monetary Kinds- Recognition Trips,
Titles, Certificates, Trophies Increased Authority,
Notice Boards, Greater Choice of Assignments.
INDUSTRIAL RELATIONS
IMPORTANCE OF PEACEFUL IR
• IR is key to increase productivity in
Industrial Establishments.
• It is protection against unethical part of
management to take advantage of the
helplessness of workers and exploit them.
• IR seeks to protect the rights of managers.
• They define set procedures for handling
indiscipline issues.
Employers
Employer
Employees
Association
Employer
Employee
Relations
Employee Courts &
Association Tribunal
Government
Settlement of Dispute
• Arbitration – procedure in which a neutral third party studies the bargaining situation.
• Conciliation – procedure by which representatives of workers and employers are brought together before third party.
Arbitration
Collective
Conciliation
Bargaining
Dispute
Code of Settlement
Adjudication
Discipline
Grievance Consultative
Procedure Machinery
Collective Bargaining
It takes place when representatives of the
labour union meet the management to
solve the issues.
Approaches to Collective Bargaining
• As a process of Social Change
• Peace Treaty
• Industrial Jurisprudence
Collective Bargaining
Importance
Administration Preparing
Of the For • Increase economic
Agreement Negotiations
strength of both parties.
• Establish uniform
conditions of
Ratifying
The
Identifying
Bargaining
employment.
Agreement Issues
• Resolve Disputes.
• Lays down rules and
norms
Reaching
The Negotiation
• Democratic Industrial
Agreement World
Code of Discipline
The code of discipline defines duties and
responsibilities of employers and workers.
Importance
• To ensure employer and employees recognize
each other’s right and duties.
• To promote constructive co-operation between
the parties concerned.
• To secure settlement of disputes.
• To avoid work stoppages.
• To maintain discipline in Industry
Grievance Procedure
All labour agreements contain some form of grievance
procedure. And if the procedure is followed strictly
,any dispute can be resolved.
Conditions which may give rise to grievance :
• A violation of law
• A violation of the intent of the parties.
• A violation of company rules.
• A change of working conditions
• A violation of healthy and safety working conditions.
Thank You
To: smalhotra1@amity.edu
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