DEBRE MARKOS UNIVERSITY
INISTITUTE OF TECHNOLOGY
DEPARTMENT OF CONSTRUCTION TECHNOLOGY &
MANAGEMENT
HUMAN RESOURCE MANAGEMENT (COTM 4161)
PROGRAM: BSC IN COTM
TARGET GROUP: - COTM 4TH YEAR STUDENTS
Chapter 3: Developing Human Resource
3.1. Employee Orientation and Socialization
[Link] and Development.
[Link] Management and Motivation
3.1 Employee Orientation/ Induction and socialization
Orientation:- refers to a process through which the
individual is introduced to the new environment
It covers job content
New employees must be oriented to their job and the
organization.
This can be done by oral or written communications like
manuals, guidelines, etc.
Orienting new employees is major responsibilities of the
human resource function.
Cont.
Socialization:- a process in which an individual
acquires the attitudes, behaviors and knowledge needed
to successfully participate as an organizational member
It refers to a process through the individual becomes
familiarized to society and social group
It covers social content
It increases positive emotions and joy of working
Increases motivation among employees
Cont.
Orientation and Socialization is important to an
organization to:-
Encourage employee confidence
Helps the new employee adapt faster to the job
Contributes to more effective
Productive work force
Improve employee retention
Promotes communication between supervisor and the
new employee
Orientation issues in different levels
1. Organizational Orientation: organizational
orientation should be based on the needs of both
the organization and the employee.
Policies and procedures review
Compensation/reward
Benefits
Safety and accident prevention
Employees and union relations
Physical facilities
Cont.
2. Departmental and Job Orientation
The content of departmental and job
orientation depends on the specific needs of the
department, skills and experience of the new
employee
Department functions
Job duties and responsibilities
Policies and procedures
Introduction to department employees
3.2 Training and Development
Training is a process of learning a sequence of
programmed behavior.
Is the formal and systematic modification of behavior
through learning which occurs as a result of education,
instruction, development and planned experience.
It helps the trainees in improving their job performance
and better apply their knowledge.
Cont.
Development covers not only performance
improvement activities but also those which enhance
personality, gain better attitudes, values and behavior
It is any learning activity, which is directed towards
future, needs rather than present needs, and which is
concerned more with career growth than immediate
performance.
The scope of development is wider than training.
Cont.
• Having qualified and well trained personnel, to
perform various jobs, is a very basic necessity
for any organization.
• Training and development of employees
becomes necessary because of :-
Changing technology,
Up gradation of skills and knowledge of the
workers,
The need to increase the productivity of the
workers, etc.
Cont.
Education is training people to do a different job.
• It is often given to people who have been identified as
being promotable, being considered for a new job either
lateral or upward, or to increase their potential.
Training Education
Application Theoretical orientation
Job Experience Classroom learning
Specific Tasks General concepts
Narrow perspective Broad perspective
Distinction between training and
development
Learning Dimension Training Development
Who is the target? It is given to technical/ It is given for
non-managerial people managers
What knowledge to People require technical Managers require
transfer? & operational conceptual and
knowledge and skill theoretical knowledge
Why? • For job improvement. • For general
development
• It is job centered - for
specific job. • It is career oriented
or growth oriented -
for all activity of job
When or time • It is short-term • It is long-term
duration? process. process
Purpose of Training
To increase productivity and quality
To promote versatility and adaptability to new methods
To reduce the number of accidents
To increase efficiency
To reduce supervision time, minimize spoilage and wastage of
material
To develop employees for future jobs expansions or
diversifications
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Cont.
To help the worker in adopting safe work procedures.
To help the workers in their personal growth, within the
organization as well as outside.
To increase the job satisfaction since training can improve the
employee’s self-esteem.
To lower the cost of wastes and equipment maintenance.
To bridge the gap b/n the existing performance and potential
performance.
To improve health and safety
When does the need for training arise?
The installation of new equipment or techniques
Performance problems within an organization such as low
productivity or large scrap problems can be reduced by training.
Change in working methods or products produced
A realization that performance is inadequate
Labour shortage, necessitating the upgrading of some
employees
An increase in the number of accidents
Promotion or transfer of individual employees.
Ensures availability of necessary skills and there could be a
pool of talent from which to promote from.
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The Training and Development (T&D)
Process
Determine T&D Needs
Establish Specific
Objectives
Select T&D Method(s)
Implement T&D Programs
Evaluate T&D Programs
Determining Training and Development
Needs
In order to compete
effectively, firms
must keep
employees well
trained.
Establishing Training and
Development Objectives
Desired end results
Clear and concise objectives
must be formulated
T&D Methods
Classroom Distance Learning
Programs and
Mentoring Videoconferencin
Coaching g
Role Playing E-learning
Job Rotation On-the-Job
Training
Internships
Issues in Employee Training
1. Communications: The increasing diversity of today's
workforce brings a wide variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.
3. Customer service: Increased competition in today's global
marketplace makes it critical that employees understand and
meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about
how people have different perspectives and views, and includes
techniques to value diversity 20
Cont.
5. Ethics: workforce brings a wide variety of values and morals to
the workplace.
6. Human relations: The increased stresses of today's workplace
can include misunderstandings and conflict.
7. Quality initiatives: Initiatives such as Total Quality
Management, require basic training about quality concepts,
guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy
equipment, hazardous chemicals, repetitive activities, etc., but
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can also be useful with practical advice for avoiding attacks.
Disadvantages of training
1. Can be a financial drain on resources; expensive development
and testing, expensive to operate
2. Often takes people away from their job for varying periods of
time.
3. Prepares staff to leave for a better job
4. Narrow experience
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3.3 Performance Management and motivation
Performance Management:- Process that significantly
determines how organization performs.
• Managers and employees work together to set expectations, review
results and reward performance.
• Platform for assessing individual and team performance
• Performance is the goal
Motivation:-is a process of inspiring, energizing and activating the
employees to a higher level of performance.
• This process starts with un satisfied needs, moves through tension,
derives and goal achievements.
• Motivation is the way to achieve the proposed goal
Roles of motivation in performance management
• Motivation is crucial part of the organization
• It puts human resource in to action
• Improves efficiency level leads to achievement of
organizational goals
• Builds friendly relationships
• Stability and growth of the organization
Motivation and Performance Model
Feed back to
Employees
Employee
Employee
Performance Rewards Considers
Sets
Is Equity of
expectation are given
Rewarded Performance
and goals
rewards
Employee sets new goals and
Expectations based on prior experience
Model of Motivation
Perceived
Value
of rewards Ability
Intrinsic
rewards
Perceived
Probability
that effort will Effort Performance Satisfaction
Result in performance
Extrinsic
rewards
Role
Perceived perception
Probability Perceived
that efforts will Perception of demands of
results in desire reward
Equity of
job and most expedient way Rewards
of doing the things
Cont.
Intrinsic rewards are less tangible, originate from
the person or job itself.
E.g Increased responsibility and independence, Sense of
accomplishment
Extrinsic rewards results from the action of others
such as supervisors and easily controlled by
Managers.
E.g Recognition of personal achievement, Social status
The Nature of Performance
Management
• The performance management process starts by identifying the
strategic goals an organization needs to accomplish to remain
competitive and profitable.
• After these ideas are crystallized, managers identify how they
and their employees can help support organizational objectives
by successfully completing work
Cont.
• The sum of the work completed in all jobs should advance the
strategic plan.
• By adopting a “big-picture” quantitative approach, managers can
successfully combine individual efforts in a manner that provides
practical measures of organizational effectiveness.
• Performance management can also provide a unified approach to
dealing with individual career development.
Performance Management Linkage
Components of Performance Management
Thank you
Questions
