CORPORATE SOCIAL RESPONSIBILITY (CSR) AND ETHICS

1. CORPORATE SOCIAL RESPONSIBILITY (CSR) AND ETHICS

2. Definitions andRelationships Corporate social responsibility (CSR) is the process by which businesses negotiate their role in society In the business world, ethics is the study of morally appropriate behaviors and decisions, examining what "should be done” Although the two are linked in most firms, CSR activities are no guarantee of ethical behavior

3. Recent Evidence of CSRInterest An Internet search turns up 15,000 plus response to “corporate citizenship” Journals increasingly “rate” businesses (and NGOs) on socially responsive criteria: Best place to work Most admired Best (and worst) corporate reputation

4. Reasons for CSRActivities CSR activities are important to and even expected by the public And they are easily monitored worldwide CSR activities help organizations hire and retain the people they want CSR activities contribute to business performance

5. CORPORATE SOCIAL RESPONSIBILITY (CSR)ANDETHICS

6. Definitions andRelationships Corporate social responsibility (CSR) is the process by which businesses negotiate their role in society In the business world, ethics is the study of morally appropriate behaviors and decisions, examining what "should be done” Although the two are linked in most firms, CSR activities are no guarantee of ethical behavior

7. Recent Evidence of CSRInterest An Internet search turns up 15,000 plus response to “corporate citizenship” Journals increasingly “rate” businesses (and NGOs) on socially responsive criteria: Best place to work Most admired Best (and worst) corporate reputation

8. Reasons for CSRActivities CSR activities are important to and even expected by the public And they are easily monitored worldwide CSR activities help organizations hire and retain the people they want CSR activities contribute to business performance

9. JOB DESIGN

10. Definition Job design involves systematic attempt to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives. Job design is the process of : Deciding the contents of the job. Deciding methods to carry out the job. Deciding the relationship which exists in the organization.

11. Job design is the conscious efforts to organize tasks, duties and responsibilities into one unit of work. It involves • identification of individual tasks • specification of methods of performing the tasks • combination of tasks into specific jobs to be assigned to individuals

12. JOB DESIGN • Restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees or workers is known as job redesigning. The process includes revising, analyzing, altering, reforming and reshuffling the job-related content and dimensions to increase the variety of assignments and functions to motivate employees and make them feel as an important asset of the organization. The main objective of conducting job redesigning is to place the right person at the right job and get the maximum output while increasing their level of satisfaction.

14. The timescales - where immediate responses are • required. • The geographical scattering of the organization’s activities . • The effect of information technology • The growth level of an organization & available • The level of resources available • expertise need to perform a task. • Availability of human resource in the environment.

15. Approaches to Job Design Engineering Approach • The most important single element in the Engineering approaches, proposed by FW Taylor, was the task idea. • “The work of every workman is fully planned out by the management at least one day in advance and each man receives in most cases complete written instructions, describing in detail the task which he is to accomplish

16. Job Design Factors • The complexity of the work - to be carried out, both in terms of its variety or breadth and its technical difficulty or depth. • The work processes involved -It might be desirable for one person to be involved in an entire process, or the work flows may be such that the work process has to be divide between several different people. • The nature of the people currently employed in the organization-The extent to which jobs can be redesigned depend largely on the kind of people employed

17. Engineering Approach The scientific management principle • Work should be scientifically studied • Fragmentation and routinization of work will reap the advantages of specialization • Work should be arranged so that workers can be efficient

18. Approaches modern job design • Job rotation • Job enlargement • Job enrichment

19. JOB ENRICHMENT JobEnrichment JOB ENLARGEMENT 1. Jobloading Job enrichment involves vertical loading of functions and responsibilities of the employee . Job enlargement involves a horizontal loading or expansion of job . The purpose of job enlargement is to reduce the monotony in performing certain repetitive jobs . Job enlargement may not necessarily call for the acquisition of higher level or new skills on the part of the job holders. In job enlargement the job holder may need more external direction and control in view of enlargement of the scope of his responsibilities. 2.Purpose The purpose of job enrichment is to make the job more lively, challenging and satisfying. 3. Skillsrequired Job enrichment requires the development and utilization of higher skills, initiative and innovation on the part of the job holders. In job enrichment the employee uses his own capabilities of self-direction and control. He needs less of external direction and control. 4. Direction& Control

20. Recruitment and Selection: Hiring the Right Person

21. Hiring the Right Person: Recruitment RECRUITMENT • The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.

22. Recruitment Issues Alternatives to recruitment: • Outsourcing. • Contingent labor. • Part-time employees. • Overtime. Costs of recruitment and selection: • Replacing supervisory, technical and management personnel can cost from 50 percent of salary to several hundred percent of salary.

23. Internal Environment Promotion from within: • Advantages: • Promotion as a reward for good work. • Motivational tool for other employees. • Promoted employee gets up to speed must faster in his or her new job. • Disadvantages: • Must fill the position vacated by the promoted employee. • Lack of new ideas and creativity that may come from a new person. • Jealousy from those not promoted.

24. Internal Environment Nepotism: Hiring relatives. • Does your organization have a policy on nepotism? • May be discriminatory. • Must ensure individuals are not in supervisory positions managing their own relatives. • May create issues of favoritism. Labor market conditions: • Strong economy = difficulty hiring. • Weak economy = too many applicants.

25. Internal Recruitment Job Posting: The process of announcing job openings to employees. • Job information must be made available to all employees. • Ensure minority workers and disadvantaged individuals are aware of job opportunities. • Employee cynicism occurs when there is not “equal” opportunity for open positions. Employee Referrals: • Some believe this is the route to the best employees. • Can perpetuate discriminatory hiring practices.

26. Internal Recruitment Job Posting: The process of announcing job openings to employees. • Job information must be made available to all employees. • Ensure minority workers and disadvantaged individuals are aware of job opportunities. • Employee cynicism occurs when there is not “equal” opportunity for open positions. Employee Referrals: • Some believe this is the route to the best employees. • Can perpetuate discriminatory hiring practices.

27. External Recruitment • Employment agencies. • Executive search firms. • In-house recruiters. • Local advertising: • Newspaper. • Multimedia. • Internships. • Job fairs. • College recruiting. • Walk-in candidates.

28. Internet Recruiting Advantages: • Inexpensive. • Quick and easy to post announcement. • Responses arrive faster and in greater quantity. • Will generate a wider range of applicants. • Applicants can be screened by computer. • Some selection tests can be administered by computer. • Automated applicant tracking. Disadvantages: • Ease of submission will result in a lot of applicants, many whom are not qualified. • May take more HR time to sort through the greater quantity of applicants.

29. Screening Interview • Usually conducted by telephone. • Not done in all organizations. • A few straight-forward questions. • Can eliminate those less qualified early in the selection process.

30. Selection Tests • SELECTION TEST: Any instrument that is used to make a decision about a potential employee. • STANDARDIZATION: Uniformity of procedures and conditions related to administering tests. • RELIABILITY: The extent to which a selection test provides consistent results. • VALIDITY: The extent to which a test measures what it claims to measure. Do higher test scores relate to higher success on the job?

31. Kinds of Selection Tests • Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric skills. • Job knowledge tests measure knowledge regarding a particular job. • Work sample tests allow candidates to demonstrate how they would work on the job. • Psychomotor abilities tests assess the skill level of tasks required on the job. • Personality tests assess traits and personal characteristics. They are used to determine if the applicant is the right fit for the organization. • Vocational interests tests identify occupations in which the candidate is most interested. • Honesty and integrity tests try to measure a candidate’s truthfulness .

32. TRAINING AND DEVELOPMENT

33. Concept ofTraining • The aim of training is to develop potential knowledge and skills of the trainees to carry out defined tasks and responsibilities. • Training is a process of attitudinal change that integrates with life and self development. • Aim of training is to infuse scientific thinking and planning and working methodically and efficiently

34. Training is a process of learning and unlearning, to acquire skills and knowledge and apply them in practice – to enable the trainee to do his job efficiently. • The act of increasing the skills of an employee for doing a particular job, and thus it’s a process of learning a sequence of programmed behaviour to do that particular job.

35. Role ofTraining • Increase in Efficiency. • Increase in Morale of Employees. • Better Human Relations. • Reduced Supervision. • Increased Organisational Viability and Flexibility • Introduction of new strategies and working methods in the organisation • Advancement in technology • Organisational Policy

36. Need and Importance ofTraining • Rapid technological innovations impacting the workplace have made it • necessary for people to constantly update their knowledge and skills • Change in the style of management • Lack of proper and scientific selection procedure • For career advancement • For higher motivation and productivity • For self development • For employee motivation and retention • To improve organisational climate • To help the organisation to fulfil its future manpower needs • To keep pace with times • To bridge the gap between skills requirement and skills availability • For the survival and growth of the organisation

37. Learning Principles ofTraining • Training efforts are invariably based on certain learning oriented guidelines: • Modelling: It is simply copying someone else's behaviour. (like showing the videotapes of desired behaviour while at work) • Motivation: For learning to happen, it is important to motivate the trainee first. • Reinforcement: If behaviour is rewarded, it probably will be repeated. Positive reinforcement consists of rewarding desired behaviours. Feedback: Feedback helps an employee find where he stands. People learn best if reinforcement is given as soon as possible. • Spaced practice: Learning takes place easily if the practice sessions are spread over a period of time. • Whole learning: Employees learn better if the job information is given as an entire logical process. • Active practice: Learning is enhanced when trainees are provided ample opportunities to repeat the task. • Relevance: training should be as real as possible so that trainees can successfully transfer • the new knowledge to their jobs • Environment: employees learn faster in comfortable environments

38. Examples • TCS & Infosys : have modelled their facilities where campus hires join for orientation and initial training, just like in a university campus ( get-together, competitions, movie screenings, outdoor games, quiz etc) • Convergys India, 24/7 customer invite parents & spouse to • visit their facilities • “ Buddy” • IBM uses virtual environment to support orientation with the help of avatars • HPCL : “samavesh” award winning program, where top 10% of the trainee are rewarded with laptops & nominated for customized program at IIM A

39. Development • It refers broadly to the nature and direction of change induced in • employees, through the process of training and educative process. • Development means those learning opportunities designed to help employees to grow. • Development is not primarily skills oriented. Instead it provides the general knowledge and attitudes, which will be helpful to employers in higher positions. • Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. • Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company

40. Difference b/w Training & Development

41. Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related. • Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest • Development is a long term investment in human resources.

42. Difference b/w Training & Education

43. Designing EffectiveTraining • Training design process • A systematic approach for developing training programs. • Is based on the principles of Instructional System Design (ISD). • Is sometimes referred to as the ADDIE model because it includes analysis, design, development, implementation, and evaluation. • Should be systematic yet flexible enough to adapt to • business needs.

44. Areas ofTraining • Knowledge • Technicalskills • Socialskills • Techniques

45. Methods ofTraining • On-the-job Training: To learn by doing itself – Basic Theme • Learns the method involved and gets perfection over a specific task. • On experience, job performance will be high and become more efficient. • Off-the-job Training: under this method, trainee is separated from the job situation and his attention is focused under learning the material related to his future job performance

46. On-the-jobMethod • JIT (Job InstructionTraining) • Coaching • Mentoring • JobRotation • ApprenticeshipTraining • CommitteeAssignment

47. Off-the-jobMethod • VestibuleTraining • RolePlaying • LectureMethod • Conference/Discussionapproach • ProgrammedInstruction

48. Strategic training and development process Measures the show value of training Strategic training and development initiatives Training and development activities Business Strategy

49. TrainingPitfalls • Attempting to teach too quickly • Trying to teach too much • Viewing all trainees as the same • Giving very little time to practice • Offering very little to the trainee in the form of encouragement, praise or reward

50. The Managerial Competencies