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Human Resource Management Increasing Productivity. Class 8 August 2, 2010. Finding and Keeping Productive Employees. Skilled staff is crucial for every productive human service organization Essential to find and hire the right perople Foster productivity

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Human resource management increasing productivity

Human Resource ManagementIncreasing Productivity

Class 8

August 2, 2010


Finding and keeping productive employees
Finding and Keeping Productive Employees

  • Skilled staff is crucial for every productive human service organization

  • Essential to find and hire the right perople

  • Foster productivity

  • Job tasks are reasonable and challenging

  • Retaining good employees requires attention to work atmosphere


Developing staff
Developing Staff

  • Job-needs analysis and person-needs analysis

  • Staff performing below proficiency – staff development

  • Training fits within strategy of organization

  • Ensure a receptive climate from managers and unit

  • Best training is OJT

  • Special assignments, job rotating, cross-training

  • Case method training


Organizational structure and productivity
Organizational Structure and Productivity

  • Quality of work and interactions can be influenced by structure

  • How can structure relate to function?

    • No one structure fits all purposes

    • Form should ALWAYS follow function

    • Structure should emerge from organization’s goals and objectives

    • Structure may be affected by staff composition


Structure and productivity
Structure and Productivity

  • What is the best way to structure staffing patterns?

    • Specializations

    • Service program

    • Site

    • Geographical distribution of target population


Structure and productivity1
Structure and Productivity

  • What structural formats can be used to coordinate work of the organization?

    • Bureaucratic or hierarchical format

    • Market format

    • Matrix format

      Usually one structure is predominant, but several may coexist

      Manager needs to review periodically and determine overall effectiveness


Questions for discussion
Questions for Discussion

  • How is your organization structured? What is the underlying premise behind the structure?

  • What does your agency do about job training? Is it effective, in your opinion?

  • Under what circumstances would you reorganize your services by function, geography, service, or matrix?


Managing employment challenges
Managing Employment Challenges

  • Poor performance requires manager’s attention

  • Enunciate policies

  • Delineate work priorities

  • Structure work environments

  • Match employees with job

  • Make reassignments


Managing employment challenges1
Managing Employment Challenges

  • Dealing with problem employees:

    • Dead-ender

    • Passed-over employee

    • Technophobe

    • Mismatched employee

    • Work climate spoiler

      *not performing to standards of the organization

      *may take time and energy on manager’s part


Questions for discussion1
Questions for Discussion

  • A three-year, loyal and competent staff member has just returned from a 12-week family leave to care for her hospitalized child who is not is day care. As a single mother, she indicates that she is exhausted and cannot continue to carry full job responsibilities. As manager, you have the responsibility to assign large caseloads to your staff.

  • How would you handle this situation?


Questions for discussion2
Questions for Discussion

  • There is a 55 year-old employee who has worked for your agency for 10 years; over the past several months, his work performance has begun to deteriorate. He is coming in late almost every day, is consistently behind in his reports, and a few clients have complained to you that he seems disinterested in their problems.

  • As his supervisor, how would you handle the situation?


Appraising employee performance
Appraising Employee Performance

  • Performance appraisals accomplish several objectives:

    • Connect staff performance to mission and goals

    • Focus on areas requiring improvement and training

    • Contribute to decisions requiring disciplinary action

    • Provide feedback leading to salary increases or promotions


Appraisal methods
Appraisal Methods

  • Develop a customized method to fit needs and circumstances of the organization

    • Does it reflect the agency’s mission and goals?

    • Does it apply quantitative or qualitative measures or both?

    • What is its primary purpose?

    • Are the performance standards acceptable to directors, supervisors, and staff?

    • Is it likely to motivate appropriate behavior?


Types of appraisal methods
Types of Appraisal Methods

  • Graphic Rating Scales:

    • Select key characteristics related to job and overall mission and goals (e.g., initiative, job knowledge, )

    • Discrete ratings: outstanding, good, acceptable, poor

    • Continuum scales: 1=poor to 10=outstanding

    • Disadvantage: scores are given without precise definitions; may select inappropriate characteristics; largely subjective

    • Advantage: convenience and simplicity; easily scored and can be agregrated


Types of appraisal methods1
Types of Appraisal Methods

  • Behaviorally Anchored Rating Scales (BARS)

  • Specifically defines behaviors along a continuum

  • Example: Relationship to clients

    • Excellent: always responding appropriately and being helpful to clients

    • Poor: acting with hostility and rejection towards clients

      The organization develops definitions for each attribute on the rating scale


Bars continued
BARS continued

  • Outstanding: has exceptionally thorough knowledge about all facets of the job; greatly exceeds job standards

  • Good: Has above average knowledge of most aspects of the job; requires only limited supervision on complex tasks; exceeds job standards

  • Average: knows the necessary elements of the job to meet requirements; requires periodic supervision; meets job standards

  • Poor: knowledge of job is limited; needs additional training or experience in several phases; makes frequent mistakes and requires close supervision; below job standards


Appraisal methods1
Appraisal Methods

  • Critical Incidents:

  • Descriptions by supervisors or qualified observers of effective or ineffective behaviors

  • Group rates the accounts on a scale

  • Method highlights outstanding or poor performance

  • Can be used to supplement other scales


Appraisal methods2
Appraisal Methods

  • Management by Objectives (MBO)

  • Objectives and indicators used to guide staff performance and accountability

  • Organization defines key results and links individual objectives

  • Key result: increasing referrals for substance abuse treatment

  • Staff objective: make an average of 20 referrals per month or ensure that clients connect with a referral agency 60% of the time


Mbo continued
MBO continued

  • Guidelines for performance objectives:

  • Use an achievement-oriented action verb (implement, complete, carry out)

  • Specify target date or time period for each objective

  • State objectives that are realistic but challenging

  • Include a process that enables managers and staff to mutually agree on objectives

  • Set objectives that are consistent with resources available

  • Align performance objectives with overall strategic plan


Qualitative appraisal methods
Qualitative Appraisal Methods

  • Use of Narrative

  • Narratives provide a more rounded assessment

  • What has the employee do to improve performance since the last evaluation?

  • What performance areas should receive special attention in the coming review period?

  • What can the employee do to strengthen job performance?

  • What are the employees career goasl?

  • What additional training is needed?


Conducting an appraisal conference
Conducting an Appraisal Conference

  • Connect the employees work to unit objectives and overall agencymission and goals

  • Determine desired outcomes of the meeting in advance

  • Foster mutual problem solving

  • Ask questions to encourage staff input

  • Supervisor and staff develop action plan with clear objectives and plans for follow-up


Pitfalls impact appraisal process
Pitfalls Impact Appraisal Process

  • Tendency to focus on most recent performance

  • “halo effect”

  • “Average tendency”

  • “Forced-choice tendency”

  • “Inflation tendency”

    Provide meaningful feedback that is clear and descriptive

    Provide concrete examples to illustrate concerns


Questions for discussion3
Questions for Discussion

  • What type of appraisal method would work best for your organization?

  • What would be the best method for conducting an appraisal conference in your organization?