Month: May 2017

#HR #Word: #Impasse

It denotes a state of negotiation in which an agreement cannot be arrived at.

Neither side is then willing to compromise on outstanding issues. Third-party or external mediation may then be considered necessary to resolve the state to continue negotiation

A panel may be set up to independently investigate the facts of the matter who may arbitrate upon the issues and arrive at a conclusion. If the parties still be unsatisfied or unable to arrive at an agreement, one of the parties or the assembled panel may be at liberty to unilaterally impose and implement terms and conditions specific to the contract, as the case may be.

An impasse is often encountered in situations of negotiations between companies and labour unions – for instance, in relation to compensation and hours put in by employees.

 Procedures to be adopted in the wake of an impasse are usually specified by company policy and/or legal regulation. The supervising panel may extend the negotiation in time or subject it to fact finding.

A set of five steps are typically suggested to improve the likelihood that the problem can be more thoroughly understood, that solutions can be better explored and that the advantages of a negotiated agreement can be acknowledged within a constructive environment. 

1. The first step comprises understanding one’s own biases, triggers and apprehensions and to establish an environment that helps one overcome them. 

2. Secondly, it is important to identify precisely the needs or objectives that are threatened by the dispute. 

3. Thirdly, establishing a space that is counted on by both parties as fair, neutral as well as non-inconveniencing (in terms of time and place), and taking up a stance of listening and seeking to understand (rather than to be understood right away) helps make the first move away from the impasse. 

4. The fourth step is to assert oneself in the light of the previous steps,

5. The fifth consists of being calm, flexible, patient and respectful and to implement the solution that has been obtained.

#HR Word: #Hot #Stove #Rule

Hot stove rule is a tool proposed by Douglas Macgregor useful for imposing disciplinary action in an organization. 

This rule is analogous to hot red stove which as the following features-

• It has a warning.

• Remains same for every person i-e intensity of pain is same with every person who touches the stove

• Consistent disciplinary action i-e every time you feel the pain as and when you touch the stove.

Thus, In the context of human resource management we apply this rule as a disciplinary action against various acts of employees certain points must be kept in mind while applying this rule.

• Immediate investigation of fact to determine offence.

Previous warning must be given to the defaulter.

Disciplinary action must be administered on consistent basis such that employee were aware about the possible consequences in case of violation of rules of an organization. For it is required to have clear and transparent set of policies of an organization.

• Disciplinary action must be directed towards the act the person I-e it should be impersonal.

Apart from this guidelines one of the major advantage of using hot stove rule in organizations is that it leaves no place for resentment which is the said to be the permanent side effect all other disciplinary action used within the organization. 

Furthermore, as the disciplinary action being impersonal it also spread a essence of fairness within the organization. Also the disciplinary action is taken immediately after due warning and is applied consistently on impersonal basis it helps in growth of employees and success of an organization.

#HR #Word:#Hot #Desking

Hot desking is system(Shared Computer) in an organization which can be used by different employees in different timings with out affecting the stored data of other users.

Here, the users can use any configured computer system which is available at that time, and they can login into their machines virtually and use that.

 

In an organization, traditionally when one computer system is fully allocated to one employee, the system would be productively used only around 9 hours in a day. i.e. the productivity is less than 40%. And since the system can not be used by others, even the office space would be waste.

 As the work timings of employees were changing and more flexible work timings were introduced, the need for sharing computer systems and space have increased. 

Then the concept of hot desking is introduced, where an employee can login to his system from any computer virtually and work on it. Here the data is no more stored in the individual system, but it is stored in the central server. 

Hot desking system is very useful when the employees work in different timings, and it is also space efficient as the cost for space is very high presently. Since all the data is stored in a central server, the data can be more secure.

 

In the Hot desking system, where the virtual machine is used, the central server where the information is stored must be kept very secure. The system generally needs many security checks before logging in and some times it takes long time for the initial login and data to load.

#HR#Word: #Host#Country #Effect

Host country effect is the change that a company has to adopt in terms of hr practices, legal bindings, business policies etc when it sets up its business in another country or the host country.


Host country is the country where a multinational company establishes its subsidiaries to grow its business.

Every country has its own culture and legal bindings which shapes the business operations in that country.

 A company formulates its strategy based on the origin country. If a company expands its business in other countries, it has basically 3 strategic choices to adopt: Ethnocentric, Polycentric and Geocentric

Human resource management system is largely influenced by the host country culture, practices and legal bindings.


The 3 strategic choices are explained below in terms of human resource management:

Ethnocentric: Here the company does not changes its workforce as well as keep its practices and culture same as parent country. Here the employees are of the parent country origin and are called as expatriates in the host country. In this strategic approach, it becomes easy for the company to maintain integration of operations to the headquarters in the parent country.

Polycentric: In this strategic choice, the company in host country hires employees of the same country. It saves them cost that they spend on expatriates. This approach helps better to understand the culture of host country. There could be some officers in the top management in host country which could be expatriates but majorly the workforce is of host country.

Geocentric: This strategic choice is used by multinational companies when they do not care about the origin country of the employees while hiring them. The employees are hired based upon their skills, talent and suitability to the role. 

Maintaining the integration among the businesses may be difficult but it leads to high productivity and creating a global culture.

  • Some of the countries adopt hybrid structure and human resource practices. The host country generally have different legal influence and culture effecting the MNCs. For management of human resources of the host country, MNCs have to infuse the local practices

#HR #Word:#Holland #Vocational #Preferences

According to Holland Vocational Preferences, people make career decisions by projecting self and worldly views of work over occupational titles. 

John Holland developed the ‘theory of vocational choice’ which is widely accepted all over the world for career development. This theory postulates that the higher the degree of similarity between individual’s personality characteristics and occupational characteristics, higher is the probability of achievement of positive career outcomes like job satisfaction, promotion and achievement.

There are basic assumptions that form the basis of this theory.

1. Most people can be classified into 6 personality types: Realistic, Investigative, Artistic, Social, Enterprising or Conventional, which are summarised as RIASEC types.

2. People prefer to work in such environments which allow them to express their attitude, abilities and skills freely.

3. Individual behaviour is an outcome of his personality interacting with the environment and the characteristics of the surroundings. These outcomes can be personal competence, social behaviour, and educational behaviour and job changes.

4. Holland’s hexagonal model is to determine the congruence between a person and his occupation. A shorter distance between personality and occupation types signifies a close relationship.👇

 

5. This model also defines degree of consistency which a person or an environment possesses. The adjacent personality types on the hexagon are generally more compatible and have similar dispositions or job responsibilities. Opposite vertices on the hexagon indicate complementary or inconsistent personalities, and job functions which bear no correlation.

6. Some people or environments might be dominated heavily by one characteristic and hence are more clearly defined than others. On the other hand, if a persona bears similarity to several types, it is poorly defined or considered undifferentiated.

As per Holland, the RIASEC ( Refer the above image 👆) job environments are characterised as:

1. Realistic: Practical, rely on tools and hands-on training

2. Investigative: Explorative, analytical and with a scientific bent of mind

3. Artistic: Creative, imaginative and independent

4. Social: Amiable, cheerful, cooperative and supportive

5. Enterprising: favour competitive strides, are persuasive and possess leadership skills

6. Conventional: They are organised, systematic and like details.

#HR #Word:P-O #Fit (#Person-#Organization #Fit)

Using Person-Organization Fit In Selection

Imagine a situation in which an individual has found an occupation that suits his needs, works for a pleasant supervisor, and receives a competitive wage and benefits. 

While this may sound like a storybook tale, if we further consider that the same individual enjoys working in teams, is excited by working to meet challenging goals, and cherishes the opportunity to make important decisions without asking for approval, all of which his organization does not foster, suddenly our storybook tale has taken a turn for the dark side: now our protagonist is unhappy, underperforming, and surfing the internet for a new place to work.

What is Person-Organization Fit?

Person-Organization fit (P-O fit) is a concept that goes back many years, and is generally defined as compatibility between employees and their organizations. Compatibility can result from one party supplying a need of the other party, similar values across parties, or both. Researchers have found meaningful relationships with P-O fit as a predictor of work attitudes, job performance, and turnover.

Why is P-O Fit Important?

The general idea behind the importance of P-O fit is based on the attraction-selection-attrition (A-S-A) theory. 

According to the A-S-A theory, individuals are attracted to organizations with similar values and organizations tend to hire such individuals during the selection process. Finally, attrition becomes important as the employee sees first-hand the extent to which he or she is actually congruent with the organization, leading to a choice to either continue working for or leave the company.

What does P-O Fit Predict?

As mentioned previously, P-O fit has demonstrated relationships with three very important outcomes:

  • Work attitudes
  • Turnover
  • Job Performance

While each of the three aforementioned outcomes is related to P-O fit, these relationships vary in magnitude; the strongest relationships are listed first.

  • Work attitudes – The link between P-O fit and work attitudes is the strongest and most robust: the more an individual fits with the organization, the more likely he or she is to display higher levels of job satisfaction and organizational commitment.
  • Turnover – Considering the high cost of turnover, this relationship is very important to the bottom line. It seems obvious, but individuals do not enjoy working for companies that do not align well with their personal values and often leave as a result.
  • Job Performance – When individuals do not feel they fit well with the organization, it often has negative effects on the effort they put forth at work, leading to lower levels of job performance. Researchers have found P-O Fit to relate to both task performance (performance on tasks required of the job) and contextual performance (performance on tasks outside of those required by the job, like Organizational Citizenship Behaviors).

Implications for Practice

With the relationship between P-O fit and important work outcomes firmly established, the question becomes, how can organizations leverage this knowledge?

Unfortunately, as it is currently conceptualized, P-O fit cannot be taught. The values and interests individuals have when they join an organization are longstanding, and will likely not change much as a result of employment.

The alternative option is to look for applicants who match the company and bring them aboard to increase overall fit. This option is gaining in popularity in the last few years and will likely continue on that trend.

To bring people aboard who match the organization, a P-O fit test, interview, or other form of selection tool will likely need to be implemented

Several consulting firms are available to aide in this type of selection.

Going back to our initial example, let’s say our fictions organization implemented a screening tool to help choose the right people for the organization. As a result, the organization hires a different employee, one who prefers to work individually, is partial to working towards less optimistic goals, and would rather fall back on management when making important decisions. Now the organization and employee fit very well and stay together for a long time, perhaps living happily ever after

David Daly  DeGarmo ( Pristinely

This was a summary of the research and practice implications from: Arthur Jr., W., Bell, S. T., Villado, A. J., & Doverspike, D. (2006). The use of person-organization fit in employment decision making: An assessment of its criterion-related validity. Journal of Applied Psychology, 91, 786-801.

#HR #Word: #Harmonization

Harmonization means to match the allowance of the person with kind of work and value addition the individual is doing to the organization. If there is a disparity between the works and take away salary given to the person, then there is chance of worsening of attrition rate in the company.

Harmonization, in broad terms, means to get things in synchronization with one another. It means to have everything in coordination so as to attain better results.

This Term was coined to be used in musical instruments for chords but have taken a general meaning as time passes by.

Finding the match between the two is a huge task for the HR personals and they generally take help of line mangers in this regard.

 Nowadays, company make the process of harmonization the part of the HR strategy. There are series of recommendations and feedbacks to finally achieve proper Harmonization. Plus they generally do the benchmarking with the competitors and also consider the industry average.

Following example best describe the harmonization:

Say, Mr. Y is an employee of a huge multinational. He recently got into the organization from some other company and the post that he took in new company has been formed especially for him. So, there is no precedent for this salary structure.

HR department comes into picture there and they need to find the compensation pattern just right from them. For this, they may have to take recommendations and suggestions from other departments. After considering all the parameters, they need to harmonize the benefits with value addition. This sums up the process of harmonization.