Maintenance-is the supportive function of Human Resource Management. The employee receives his due share of wages and salaries , rewards, psychological motivation, and safe physical working condition FUNCTIONS OF MAINTENANCE • Orientation • Physical working condition • Motivation • Performance evaluation • Compensation administration • Management-labor relations • Movement 1.ORIENTATION-refers to the assistance given to the newly hired employee in adjusting to the new work environment. TYPES OF ORIENTATION 1. Formal-used when there is a group of new workers. 2. Informal-newly hired worker is assisted with another employee of the same department 2.PHYSICAL WORKING CONDITION 3. Space Allocation- “breathing air” for easy movement. 4. Physical Layout- Office or plant should be designed in such a way that communication among employees is facilitated. 5. Temperature of the Workplace- right temperature should be maintaine 3.MOTIVATION-Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal. Theory of Motivation 1. Theory X 2. Theory Y 3. 4.PERFORMANCE EVALUATION-is the assessment of the achievement of objectives. Purposes Of performance Evaluation 1. To guide decisions on movement among personnel. 2. To determine salary adjustment 3. To determine training needs. 4. To standardize procedures in affecting job assignments.To improve performance of substandard performers & to provide incentives to maintain 5. To provided basis for career planning. 6. To validate criteria & procedure used in screening & selection job applicants. 7. To serve as formal records or evidence in labor management disputes. EVALUATION FORMS FORMATS AND STYLES 1. Graphic rating scale 2. Weighted checklist 3. Ranking 4. Forced distribution 5. Essay & evaluation 6. Critical-incident technique 4.COMPENSATION ADMINISTRATION- includes the reward structure, its philosophy and bases compensation is the equivalent in any form that is given to the individual for his work. Types of Rewards & Rewards Structure 1. Intrinsic- involvement in decision-making 2. Extrinsic-direct compensation(salary,OT,holiday) .MANAGEMENT-LABOR RELATIONS - Refers to the interaction between the top and the middle officers on one hand and the rank and file workers . 6.MOVEMENT -Once a job applicant finally gets employed, he does not expect to stay put in a single position for the duration of his tenure with a particular organization. • Vertical(promotion) • Lateral(transfer) • Downward(demotion) • resignation, retirement, involuntary quit PERSONAL DISCIPLINE - It is a necessary for orderly behavior. Discipline implies an attitude of conforming to established rules and regulations. - It is defined as punishment or chastisement. It is often result of an undesirable act and applied to avoid its possible recurrence. - raining that molds, corrects strengthens, and perfects. It is a development of self-control. - It is a control gained by enforcing obedience. It is a condition POSITIVE DISCIPLINE - Positive discipline also called constructive discipline, prompt an individual or group of individuals to willingly observe rules and regulations necessary to meet organization standards and objectives. - Positive discipline is a means of maintaining or boasting morale. If punishment is necessary, it should principally be corrective and applied fairly and consistently. Checklist in creating a Healthy climate for constructive discipline 1. Communicate Rules. These are necessary in organization. Employment should know and understand the rules and their rationale so that they may intelligently adhere to them. 2.Be Sure Of Facts. Proofs must be established by the supervisor to show that a violation or offense has been committed. 3. Assure the Privacy of disciplinary action. The objective of discipline is to correct the fault of the employee and not to punish or humiliate him. 4. Be prompt. Promptness does not mean that the supervisor should immediately reprimand the employee even in public. 5. Be consistent but not rigid in enforcing rules.Rules are made to be followed and every violation acted upon should carefully consider the facts and circumstances surrounds it. 6. Avoid entrapment. A trouble making employee should not be forced into a position which provokes him into an act of insubordination and thus create an opportunity of dismissing or separating him. 7. Avoid double jeopardy. Once the penalty has been imposed, an employee should not be punished again for the same offense even if additional evidence come up making the offense graver and the original penalty lesser 8. Do not use demotion as a penalty. disciplinary reason destroys the morale and confidence of the employees. 9. Restore or develop the normal relationship with the employee as quickly as possible after punishment. The attitude of the supervisor towards the erring employee should be fair and impartial to make him realize that he is being helped in his job. 10. Remember to give credit. A supervisor should be alert in giving the employees due credit or recognition for goods suggestions, work well done, setting good examples, cooperation and etc. Negative Discipline - Uses penalties or threat of penalties to make employees obey rules, regulations and standards of the organization. It involves force which may result in unreasonable or unintelligent obedience. What are the basic procedure in DA? 1. Oral Warning 2. Written warning 3. Disciplinary layoff 4. Discharge What do the disciplinary trouble include? 1. Absenteeism- “avoidable & unavoidable” Lost time means lost output Increased cost of operation 2. Tardiness- Latecomer 3. Insubordination 4. Illegal work stoppage-illegal strikes Things to remember in the implementation of personnel discipline AVOID DO Sarcasm Consider feelings of employees Loss of temper Cool down, analyze each situation Humiliating an employee Show confidence in the employee’s ability to make necessary changes Profanity Carefully explain the nature of the violation and explain its correction Public reprimand Reprimand in private always Threats and bluffs Outline specific consequences of future violations Showing favoritism Give every employee fair treatment Delayed action Have prompt attention to violations Unduly harsh penalties Define the objective of disciplinary action Inconsistent enforcement Deal promptly with all violations of rules
Posted on: Mon, 08 Sep 2014 10:59:34 +0000
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