Download File Course Material - Annex 2.1 - UNIDO-ICAMT

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HRM Functions Societal Objectives Organisational Objectives Legal compliance Benefits Union-management relations Human resource planning Employee relations Selection Training and development Appraisal Placement Assessment
HRM Functions Functional Objectives Personal Objectives Appraisal Placement Assessment Training and development Appraisal Placement Compensation Assessment
Page 1 and 2: Human Resources Accounting Practice
Page 3 and 4: Organisational Behaviour - Case Stu
Page 5 and 6: ehind the vehicle slipped off. It w
Page 7 and 8: “Middle Management Development”
Page 9 and 10: Overview of HRM and Role and Respon
Page 11: HRM Functions 1. Societal Objective
Page 15 and 16: HR Organisational Chart: Small Comp
Page 17 and 18: Development of HRM • In 1950’s,
Page 19 and 20: HRM Model 1. They provide an analyt
Page 21 and 22: Human Resources as a Core Competenc
Page 23 and 24: Organisational Performance Efficien
Page 25 and 26: Efficiency V/s Effectiveness Ineffi
Page 27 and 28: Types of Managers • Top Managers:
Page 29 and 30: New Proficiencies HR Proficiencies:
Page 31 and 32: Ethics and HR • Serious ethical i
Page 33 and 34: Responsibilities of Managers • Gl
Page 35 and 36: Responsibilities i. Fundamental Man
Page 37 and 38: Rudiments of Organisational Behavio
Page 39 and 40: Organisational Behavior • OB is c
Page 41 and 42: Some Generalised Statements About W
Page 43 and 44: Organisational Behavior A. Biograph
Page 45 and 46: Organisational Behavior D. Learning
Page 47 and 48: Myers-Briggs Type Indicator: MBTI
Page 53 and 54: Five Factor Model of Personality 1.
Page 55 and 56: Personality attributes influencing
Page 57 and 58: Organisational Culture “Beliefs a
Page 59 and 60: Dimensions of Culture • Hofstede
Page 61 and 62: Dimensions of Culture Individualism
Page 63 and 64:
Dimensions of Culture • Low UAI:
Page 65 and 66:
Mechanistic V/s Organic Culture Mec
Page 67 and 68:
Authoritarian V/s Participative Cul
Page 69 and 70:
Dominant V/s Sub Cultures Dominant
Page 71 and 72:
Dominant V/s Sub Cultures Sub Cultu
Page 73 and 74:
Strong V/s Weak Culture Weak Cultur
Page 75 and 76:
Critical Incidents • Norms and be
Page 77 and 78:
Property Rights Rights and responsi
Page 79 and 80:
Organisational Ethics Moral values
Page 81 and 82:
Sustaining Organisational Culture 1
Page 83 and 84:
Selecting and Socialising Employees
Page 85 and 86:
Culturally Consistent Rewards • A
Page 87 and 88:
Maintaining a Stable Workforce •
Page 89 and 90:
Leadership Leadership: The ability
Page 91 and 92:
Trait Theories Limitations: • No
Page 93 and 94:
Ohio State Studies • Research car
Page 95 and 96:
Ohio State Studies • It includes
Page 97 and 98:
University of Michigan Studies •
Page 99 and 100:
The Managerial Grid (Blake and Mout
Page 101 and 102:
Situational Leadership Theory (Hers
Page 103 and 104:
Leader-Member Exchange Theory • L
Page 105 and 106:
Leader-Member Exchange Theory
Page 107 and 108:
The Path-Goal Theory Environment Le
Page 109 and 110:
Inspirational Approaches to Leaders
Page 111 and 112:
Charismatic Leadership Followers ma
Page 113 and 114:
Key Characteristics of Charismatic
Page 115 and 116:
Transactional Leadership • Leader
Page 117 and 118:
Transformational Leadership • Lea
Page 119 and 120:
Transformational Leadership • Lea
Page 121 and 122:
Ethics and Leadership • Top execu
Page 123 and 124:
Trust • Trust is a positive expec
Page 125 and 126:
Trust and Leadership • Trust is a
Page 127 and 128:
Employees’ Trust in Their CEOs Em
Page 129 and 130:
Providing Team Leadership Team Lead
Page 131 and 132:
Mentoring • Some organisations ha
Page 133 and 134:
Online Leadership Managers need to
Page 135 and 136:
Finding & Creating Effective Leader
Page 137 and 138:
Leadership Style • Autocratic •
Page 139 and 140:
Leadership Style Democratic (Partic
Page 141 and 142:
Leadership Style Laissez-Faire •
Page 144 and 145:
Motivation
Page 146 and 147:
Motivation Most important factor o
Page 148 and 149:
Characteristics of Motivation Unsat
Page 150 and 151:
Motivational Theories 1. Early Theo
Page 152 and 153:
Maslow’s Hierarchy of Needs 1 Phy
Page 154 and 155:
ERG Theory (Clayton Alderfer) There
Page 156 and 157:
Two-Factor Theory (Frederick Herzbe
Page 158 and 159:
Two-Factor Theory (Frederick Herzbe
Page 160 and 161:
Theory of Needs (David McClelland
Page 162 and 163:
Theory of Needs (David McClelland
Page 164 and 165:
Goal-Setting Theory (Edwin Locke) T
Page 166 and 167:
Joint Effect of Goals and Self Effi
Page 168 and 169:
Equity Theory • A theory that ind
Page 170 and 171:
Equity Theory (cont’d) Propositio
Page 172 and 173:
Expectancy Theory (Victor Vroom) Ex
Page 174 and 175:
Expectancy Theory (Victor Vroom) In
Page 176 and 177:
Change ‘Change or Perish’ . “
Page 178 and 179:
Change 1990 - The Future • Distri
Page 180 and 181:
Types of Change Contd.. 2. People -
Page 182 and 183:
Why Change is Required? • To avoi
Page 184 and 185:
Change Readiness and Comfort “Man
Page 186 and 187:
Current State Employees generally p
Page 188 and 189:
Why Change Projects Fail? (Source:
Page 190 and 191:
Change Management • Change manage
Page 192 and 193:
Change Management • Superior perf
Page 194 and 195:
Change Management • At an Organis
Page 196 and 197:
ADKAR is useful for individual Chan
Page 198 and 199:
ADKAR • Awareness of the need for
Page 200 and 201:
Mapping ADKAR (cont’d) These chan
Page 202 and 203:
Change Management Error • A commo
Page 204 and 205:
Management and Organisation • Rol
Page 206 and 207:
Resistance to Change • Individual
Page 208 and 209:
Organisational Resistance • Organ
Page 210 and 211:
Overcoming Resistance Resisting for
Page 212 and 213:
Internal Forces • Organisational
Page 214 and 215:
Why do People Resist Change? • Ha
Page 216 and 217:
Lewin’s 3- Step Change Model 1. U
Page 218 and 219:
Options Three options to bring abou
Page 220 and 221:
Role of Change Agents • Structure
Page 222 and 223:
People as Change Drivers • People
Page 224 and 225:
Performance Management
Page 226 and 227:
Performance Appraisal Key Elements
Page 228 and 229:
Purpose of Performance Appraisal
Page 230 and 231:
Employment Decision Employee feedba
Page 232 and 233:
Facilitate Performance • Eliminat
Page 234 and 235:
Requirements of effective appraisal
Page 236 and 237:
Traditional • Ranking method •
Page 238 and 239:
Ranking Method • Employees are ra
Page 240 and 241:
Grading Method • Employee perform
Page 242 and 243:
Forced Choice Method • Positive a
Page 244 and 245:
Critical Incidents Methods • Focu
Page 246 and 247:
Essay Method • Rater writes a nar
Page 248 and 249:
Management By Objective (MOB) • G
Page 250 and 251:
360 Degree Appraisal • Employee
Page 252 and 253:
Cost Accounting Method • Evaluate
Page 254 and 255:
Appraisal Error 1. Negative approac
Page 256 and 257:
Appraisal Error 7. Biases • Simil
Page 258 and 259:
Appraisal error 8. Improper prepara
Page 260 and 261:
Before • Communicate frequently w
Page 262:
After • Communicate frequently wi
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