Haramaya University

2025
September 11,
Department of Management

Lecture
on
Human Resource Management
Course Contents
Ch-1: Overview of HRM

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Ch-2: HRM Environments
Ch-3: Job Analysis & HR Planning
Ch-4: Recruitment & Selection
Ch-5: Training & Development
Ch-6: Performance Appraisal
Ch-7: Compensation
Ch-8: Integration & Maintenance
Ch-9: Promotion, Transfer & Separation
Ch-10: Sexual Harassment at Workplace
Chapter One: Overview of Human
Resource
 Management
Chapter Outline

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 Definition of Human Resource Management
 Basic Management Functions
 Features of Human Resource Management
 The Process of Human Resource
Management
 Why Human Resource Management?
 Objectives of Human Resource Management
 The Role of Human Resource Management
 Human Resource Management Evolution &
Theories
 HRM Model & Activities
Definition of HRM
Several Definitions:

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 Human resource management (HRM) is concerned with
the “people” dimensions in management.

 HRM is the term increasingly used to refer to the

philosophy, policies, procedures and practices relating
to the management of people within organizations.
Cont’d

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 Those organizations that are able to acquire,
develop, stimulate and keep outstanding
workers will be both effective and efficient.
 Human resource thus, creates organizations
and makes them survive and prosper.
 If human beings are neglected or mismanaged,
the organization is unlikely to do well.
Cont’d

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 HRM is the management of one of
the most important resources of
organizations; the-people
Human
Resource + Management
• Plan
• Organize
People • Staff
• Direct
• Control
Cont’d

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When the definition is
broken down to its specific
components, we find the
basic management
functions and its
application to managing
human resources.
Basic Management
Functions

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 Planning: Establishing goals and standards,
developing rules and procedure, developing
plans and forecasting- predicting or projecting
some future occurrence.

 Determining, in advance, a personnel /HR

program that will contribute to the goals of an
enterprise (human resource requirement plan).
Cont’d

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 Organizing: Giving each subordinates a
specific task; establishing departments;
delegating authority to subordinates;
establishing channels of authority and
communication; coordinating the work of
subordinates.
Cont’d

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 Directing: Getting others to get the job done;
maintaining morale; motivating subordinates.
 Controlling: Setting standards of performance,
checking to see how actual performance compares
with these standards; taking corrective action as
needed.
Cont’d

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 Staffing:
 Procurement: Concerned with obtaining
proper kind and number of human resources
necessary to accomplish organizational goals.

 It specifically deals with determination of HR

requirement, recruitment, selection, and
placement.
Cont’d

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 Development: It is the increase of skill,
through training and development programs,
needed for proper job performance.
 This function is essential as nature of jobs
change through time due to technological
advancements, realignment of jobs, and other
complexities that come along with expansion of
a business.
Cont’d

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 Compensation: It is the adequate and
equitable remuneration of personnel for their
contribution to organizational objectives.

 It could be made in the form of money – salary,

bonus, or fringe benefits such as medical
insurance, transportation or housing allowance,
dependency allowance, stock options, etc.
Cont’d
 Integration: It is concerned with the attempt to effect a

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reasonable reconciliation of individual, societal and organizational
interest.
 It rests upon the foundation of a belief that significant overlapping of
interests do exist in our society.
 It is often the case that there is a difference in what employees,
management, and/or society expects from each other.
Cont’d
 Maintenance: It is concerned with the perpetuation of

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the state where by interest of individuals, organizations
and the society is reconciled.

 It is going to be a continuous effort that involves the

active involvement of the HRM in ensuring the changes
that may affect the reasonably good working
environment and make the necessary corrective
measures.
Cont’d
 Separation: It refers to the process

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involved in HRM when an employee is
separated from an organization.
 Depending on the reason why an
employee separates from an organization,
HRM will take the necessary action to
ensure that such employees pass through
required processes as specified by the
policies and procedures of the
organization.
 Some of these reasons include retirement,
layoffs, out-placement, discharge, etc.
Features of HRM

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 People Oriented: Human Resource
Management is concerned with employees both
as individuals and as group in attaining goals.
 Comprehensive Function: Human resource
management covers all levels and categories of
employees.
Cont’d

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 Individual-oriented: Under human resource
management, every employee is considered as
an individual so as to provide services and
programs to facilitate employee satisfaction
and growth.
 Continuous Function: Human resource
management is a continuous and never ending
process.
Cont’d

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 A Staff Function: Human resource management is a
responsibility of all line managers and a function of staff
managers in an organization.
 Pervasive Function: Human resource management is
the central sub function of an organization and it
permeates all type of functional management viz.,
production management, marketing management and
financial management.
Cont’d

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 Challenging Function: Managing of human
resources is a challenging job due to the
dynamic nature of people.
 Development–oriented: Individual employee-
goals consists of job satisfaction, job-security,
high salary, attractive fringe benefits,
challenging work, pride, status, recognition,
opportunity for development etc.
The Process of HRM

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HRM is a process consisting of about four functions:
[Link] of human resources
[Link] of human resources.
[Link] of human resources.
[Link]
KEY HR PROCESS & SYSTEMS
Key Process and Systems

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HRP
Job Analysis
Procurement Transfer

Staffing:
Recruitment Promotion
Selection
Placement Orientation

Training &
Development
Performance Appraisal
Appraisal
Maintenance Compensation & Reward

Protection (Safety&
Health Management)

Resignation

Separation
Discharge

Retirement

Lay-off
Cont’d

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 Acquisition Function: Acquisition process is
concerned with securing and employing the
people possessing required kind and level of
human resources necessary to achieve the
organizational objectives.
 Development function: Development
function is the process of improving, molding
and changing the skills, knowledge, creative
ability, aptitude and values.
Cont’d
Maintenance Function:

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The maintenance function is
concerned with providing
those working conditions
that employees believe are
necessary in order to
maintain their commitment
to the organization.
Cont’d

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 Separation: It refers to the process involved in
HRM when an employee is separated from an
organization.
 Some of the reasons for separation include
retirement, layoffs, out-placement, discharge,
resignation, etc.
Why HRM?

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 Changing employee needs
 Increased complexity
 Increased legal complexity
 Developing Human
Resource Policies
 Human Resource
Information Systems (HRIS)
 Human Resource Cost-
effectiveness
HRM History: Evolution
& Development

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Discussion Session

Whenwas the
management of people
begun?
Cont’d

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 The origins of managing people can be traced
back to the existence of man as a social animal.
 HRM as a practice is as old as the human
society itself.
 Think of the Egyptian pyramid, the Wall of
China, the Obelisk of Axum and the church of
Lalibela.
Cont’d

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 The most documented beginnings were as a
result of the Industrial Revolution, where the
mass production of goods had significant
implications for the ‘employees’ operating this
machinery.
 At the beginning of the Industrial Revolution
factories in order to maximize profit they were
using :
Cont’d
• Long hours of work

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• Minimum pay
• Poor working condition (often
overcrowded, little or no sanitation and
clean water, disease, accidents and
death were common place as a result of
the poor sanitary conditions)
• Unsafe working conditions and hazards.
• Women and children were often
‘employed’ in these factories, often
receiving no wage but received shelter
and food in return for their labor.
Robert Owen (1771-1855) and
Human Resource Management

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 Robert Owen, an owner of a textile mill in Scotland
made an attempt to improve the relationship between
workers and owners.

 He tried to improve the relationship in his own factory

by undertaking the following:
Cont’d
• Improved working conditions

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• Reduced hours of work
• Allowed workers to buy the product of
the factory at cost
• Opened school for the children of the
factory
• Paid workers even when work interrupted
• Provided meal
• Provided bathroom facilities
Cont’d

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 For the contribution he has
made to HRM he is referred
to as the father of modern
personnel management.
Management Theories &
their Influences on HRM

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 A range of management theories have had direct
application to the development of human resource
practices. These include:
• Classical Management Theory: Scientific Management
(Taylor)
• Classical Organizational Theory (Fayol, Weber)
• Behavioral School (Industrial Psychology)
• Management Science (Quantitative)
• Integrative Approaches: Systems Theory
• Contingency Approach
Cont’d
1. Classical Management Theory

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(Scientific Management, Frederick
Winslow Taylor)
• Analyze jobs scientifically, find
one best way of doing a job,
• Select employees scientifically
• Training ensures employee and
job fit
• Use accounting and control
• Provide Incentives
Cont’d

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 Taylor’s work has been
developed by: Frank and
Lillian Gilbreth who have
included productivity, time
and motion study and
scheduling
Cont’d
2. Classical Organizational Theory

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◦ Henry Fayol (Administrative Theory)
identified major management functions
planning, organizing, commanding,
coordinating and controlling and the
fourteen principles
◦ Max Weber (Bureaucratic Theory)
suggested bureaucracy as rational, legal,
ideal method of administration with its
characteristics (Division of labor, rules,
impersonality, subordination of individual
interest, merit).
Cont’d
3. Behavioral School (Industrial

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Psychology)
◦ Applied psychological researcher,
Elton Mayo initiated the human
relations from Hawthorne studies. It
identified that employees react
positively to management concern,
communication and participation.
◦ Subsequently studies of Abraham
Maslow, Frederic Herzberg
supplement his findings.
Cont’d
4. Management Science (The

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quantitative School)
 Focus on measuring the outcome of
jobs and work systems.
 Applications include production
schedule, productivity strategies and
consequent management planning and
control mechanism.
 This works on more of managerial
decision making than managerial
behavior.
Cont’d
5. Integrative Approaches: Systems

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Theory
 Systems approach sees organizations as unified
systems with specific inputs, process and outputs.
 Important features include interaction's between jobs,
technology, environment (Internal and external) and
control mechanisms.
 HR aspect include communication between the various
subsystems, the coordination of inputs and outputs, and
effective interaction between employees and
technological systems.
Cont’d
6. Contingency Approach

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 Contingency approach contends that every organization
and environment is different and therefore requires a
different approach.
 Scientific management, organizational theory,
behavioral science or management science may or may
not apply, according to business circumstances.
 Victor Vroom and Fiedler among others have
successfully applied this theory to leadership and
management of behavior.
Which Theory and Principles to
use in HRM?

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Discussion Session
Which Theory and Principles to
use
 in HRM?
Application of human resources management theory

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differ from the view of scientific management of ‘ one
best way’ practice.
 Diverse national and industrial relations environment
demand different HRM applications.
 Thus , an HRM theory derived from one country such as
the United States experience may not be suitable for
Ethiopia or other countries.
Cont’d

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 Thus, the application of Human Resource
Management need to be contingent on specific
situations.
Objectives of HRM
Human resource management pursue

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several objectives.

The primary objective of HRM is to

ensure a continuous flow of competent
workforce to an organization.

Three categories of HRM objectives

include owners objectives, societal/legal
objective, and employee objectives
Cont’d

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Owners objectives:
 Human resource management
contributes to the objectives of the
owners.
 Profit for business organizations.
 Satisfy users and owners for non
business organizations.
 Ensure the continuous flow of competent
work force and their contributions to the
fulfillment of organizational objective.
Cont’d

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Social/legal Objectives:
 HRM satisfy customers needs, fair competition,
keep societies welfare including safe products
and healthy environment.
 Political-legal objectives comply with
government laws and regulations, avoid
decimation, allow equal employment
opportunities, fair treatment, minimum pay,
working hours, Affirmative actions, etc.
Cont’d

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Employee objectives:
Satisfy employee needs,
achieve quality work life
(QWL), by creating job
satisfaction and by
providing less work and
more leisure time
Roles of HRM
1. Strategic partner:

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 Aligning HRM strategies to business strategies is
important to help the company execute its business
strategy
2. Administrative expert:
 Designing and delivering efficient and effective HRM
systems, processes, and practices; such as
systems for selections, training, developing,
appraising and rewarding employees.
Cont’d
3. Employee Advocate:

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 Entails managing the commitment and contributions
of employees. No matter how skilled an employee is,
if he is angry or alienated, he will not contribute his
efforts to the firms’ success, nor will he stay with the
firm for long.
4. Change agents:
 HRM must help in transforming organizations to
meet the new competitive conditions. You need to
change and develop a capacity for change,
communicate, manage conflict, etc,.
1. Job Analysis (Job Description,

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Specification)
2. Human Resource Planning
3. Recruitment and Selection
4. Orientation
5. Training and Development
(Coaching)
6. Performance Appraisal
(Feedback)
Cont’d
7. Encouraging teamwork

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8. Rewarding employees
(Compensation)
9. Benefits and Services
[Link] employees
[Link] Relations
[Link] and Termination
 Chapter Two

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Human Resource
Management
Environments
Chapter Outline

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HRM Environment

1. External Environment
2. Internal Environment
The Context of HRM

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HRM Environment
 Human Resource management as a system is affected

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by several factors including external and internal
environment.
 External Environment are those
factors that are outside the
organization, they are largely
uncontrollable and provide
opportunities and threats (OT)
to the organization. The analysis
of external environment is some
times called PESTL analysis
Cont’d
• Internal environment are factors

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within the organization, they
constitute the strengths and
weaknesses (SW) of the
organization.
• The analysis of the internal and
external environment together is
called SWOT analysis
Cont’d

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 External Environment

 Political/legal
 Ethical
 Economic
 Social
 Technological
Cont’d

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 Internal Environment

 Vision, mission,
 Organizational styles, leadership
 Organizational Structure
 Nature of the task
 Work groups
External Environment
1. Political/Legal:

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 Governments make different laws that require human
resource management to respect. Laws include:

 Equal employment
opportunities,
 Affirmative actions,
 Compensation & benefits,
Cont’d

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 Safety & health,
 Hours of work, holidays,
 Industrial relations etc.
Cont’d
Equal Employment Opportunity

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Discrimination
 Forbids discrimination in all areas
of the employment relationship.
 Employment based on age, sex,
disabilities, national origins
(ethnicity), religion,
compensation (payment on
similar jobs) etc.
Cont’d

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 Equal Employment Opportunity
◦ Affirmative Action
 Governments encourage
affirmative action; the commitment
of employers to proactively seek
out, assist in developing, and hire
employees from groups that are
underrepresented in the
organization.
Cont’d

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Various executive orders
require employers to
develop affirmative action
plans and engage in
affirmative action in hiring
veterans and the disabled.
Cont’d
Compensation & Benefits

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 Fair Labor Standards Acts
 Sets a minimum wage and
requires overtime pay for
work in excess of 40 hours
per week for non exempt
employees.
Cont’d

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 Compensation & Benefits
 Employee Retirement
Income Security
 Sets standards for pension
plan management and
provides federal insurance if
pension plans go bankrupt.
Cont’d

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 Family & Medical Leave Act

 Requires employers to provide

couple of
weeks of unpaid leave for family
and
medical emergencies.
Cont’d

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Health & Safety
Occupational Safety &
Health Act (OSHA) requires
that employers:
 Provide a place of
employment that is free from
hazards that may cause death
or serious physical harm.
Cont’d

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 Obey the safety and
health standards
established by
Occupational Safety and
Health Act(OSHA).
Cont’d

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Labor Relations
Sets rules on how
employers and employees
relationship is governed
 Joining union
 Establishing union
 Bargaining in good faith etc.
2. Ethical HR Practices

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◦ HRM practices must result in the
greatest good for the largest
number of people
◦ Employment practices must
respect basic human rights of
privacy, due process, consent, and
free speech
◦ Managers must treat employees
and customers equitably and fairly
3. Economic Environment:

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 Such as the business
cycle, inflation, income
level, competition, etc.
4. Social Environment:

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Such as
demographic factors,
culture, religion,
belief on work etc.
5. Technology Challenge

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 Advances in technology have:

◦ Changed how and where we work

◦ Resulted in high-performance work
systems
◦ Increased the use of teams to improve
customer service and product quality
◦ Changed skill requirements
◦ Increased working partnerships
◦ Led to changes in company structure
and reporting relationships
Cont’d

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◦ Increased the use and
availability of Human
Resource Information
Systems (HRIS)
◦ Increased the use and
availability of e-HRM
◦ Increased the competitiveness
in high performance work
systems
Global Challenge
 To survive companies must compete in international

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markets
 Be prepared to deal with the global economy.
 Off shoring – exporting of jobs from developed
countries to less developed countries
 On shoring – exporting jobs from urban parts to rural
parts
Internal Environment

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 Vision, mission, objectives
and strategies- HRM require to
align its activities to these
requirements.
 Styles of Management- the
styles of management whether it
is autocratic, democratic or
laissez faire has direct
implication for the work of HRM.
Cont’d

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 Nature of the task- whether the job is
attractive or repulsive
 Organizational Structure- Number of
positions and relationships
 Work groups- Whether the work group is
supportive
HRM Models
There are several models of

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human resource management.
Two of the several models are:
[Link] systems model of HRM
with environment, inputs,
transformation process and
outputs.
[Link] Harvard HRM model
 Cont’d
 General Systems HRM Model
Satisfaction

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• Organizati
• Knowled
Environment onal
i t i E cono
ge o l Objective
• Skills P l m ic s
• Attitude c
Humana Resource • Employee
s Management Activities Objective
• Talents s
• Informat Technol o c ia • Societies
ogical S (Stakehol
ion
l ders
Feedback Objective
s)
Cont’d
 The Harvard HRM model

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 Chapter 3

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Job Analysis
&
HR Planning
Chapter Outline
1. Definition of Job

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Analysis
2. Who is involved in JA
3. Components of JA
4. JA Steps
5. JA Potential Problems
6. Job Design
Chapter Outline

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7. HRP Meaning
(Definition)
8. HRP Importance
9. HRP Steps
1. Definition of Job
Analysis

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 The reason why people are required in an
organization is to fill job vacancies and to do
the job.

 This requires human resource management to

understand the nature of the job & the nature
of the person required for the job.
Cont’d

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 Job analysis is a systematic process of collecting and
making judgment about all of the important information
related to the nature of the job.
 It is the basis of all human resource management
activities.
 Job analysis objectives are to achieve information on the
following job and person aspects:
Cont’d
 What a worker does-workers function

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 How a worker does-methods and
techniques used
 What aid is necessary-machines,
tools, experts etc.
 What qualifications are necessary-
knowledge, skills, abilities,
experience
 The output of job analysis are job
description & job specification
Multifaceted Nature of Job Analysis

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Labor Relations Recruiting
Selection

Strategic HR
Safety & health Planning
Job
Compensate Analysis
Employee
Performance appraisal Training

Career dev’t Employee

dev’t
2. Components of Job Analysis
Job Description—a listing of

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the job’s duties; its
Job
Job working conditions; and
Description
Description the tools, materials, and
equipment used to
perform the job. It
identifies the picture of
Job
Job the job
Analysis
Analysis
Job Specification—a listing of
the skills, abilities, and
Job
other credentials the
Job
Specification
Specification
incumbent jobholder will
need to do a job. It
identifies the picture of the
person.
3. Steps in Job Analysis
1. Determine the purpose of

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the JA
2. Gather Information about
jobs to be analyzed
3. Write the job Analysis
4. Obtain Approval
3.1 Determine the Purpose of JA
Job analysis serves several purpose of

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HRM
 How do you want to use the JA?
 Legal requirement
 Manpower Planning
 Recruiting
 Selection
 Performance appraisal
 Training
 Compensation, etc
3.2 Gather Information about Jobs
 Decide which jobs to include in the job analysis project

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 For similar jobs select representative jobs
 Different methods of gathering data include:

1. Interviews
2. Questionnaire
3. Observation
4. Diary/Logs
5. Critical Incident Technique
(CIT)
Cont’d
 Interview Method

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Individual
 Several workers are interviewed individually
 The answers are consolidated into a single
job analysis
Group
 Employees are interviewed simultaneously
 Group conflict may cause this method to be
ineffective
◦ The interview method requires that all
employees are asked the same questions in
the same order.
Cont’d
 Questionnaires

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◦ Employees answer questions about the job’s tasks and
responsibilities
◦ Each question is answered using a scale that rates the
importance of each task
Not all jobs are the same, so
questionnaires may overlook certain
aspects of the job. Also, follow-up
methods are not usually organized to
gather extra information.
Computerized versions of
questionnaires can be very expensive.
Cont’d
 Diary Method

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◦ Incumbent Employees record
information into diaries of their
daily tasks
 Record the time it takes to
complete tasks
◦ Must be over a period of several
weeks or months
 This method can be very expensive because of the time
it takes to complete it.
Cont’d

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 Observation Method

◦ Analyst observes incumbent

 Directly
 Videotape

◦ Useful when job is fairly

routine
◦ Workers may not perform to
expectations
Cont’d

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 Critical Incident Technique (CIT)

◦ Takes past incidents of good

and bad behavior
◦ Organizes incidents into
categories that match the job
they are related to
◦ The CIT is helpful in illustrating
to an employee what kind of
behavior is required for the job.
3.3 Write the Job Analysis
 Many organizations write as job description combining

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both job description and specification.
 However it can also be presented in two parts as job
description and specification.
 The following Items are common to both job description
and specifications:
Cont’d

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1. Job Identification (Title, Date,
Approvals, Supervisor’s
title ,Salary, Grade level)
2. Job Summary (General nature,
Major functions or activities,
Includes general statements)
3. Relationships (works with who)
Cont’d
Job Description

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1. Job Identification (Title, Date,
Approvals, Supervisor’s
title ,Salary, Grade level)
2. Job Summary (General nature,
Major functions or activities,
Includes general statements)
3. Relationships (works with who)
Cont’d

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4. Responsibilities and Duties
(Limits of authority, what is
done-such as sales, lifts,
drives etc.)
5. Standards of Performance
(Quality, quantity etc.
6. Working Conditions and
Physical Environment
Cont’d
Job Specification

2025
September 11,
1. Job Identification (Title, Date, Approvals, Supervisor’s
title ,Salary, Grade level)
2. Job Summary (General nature, Major functions or activities,
Includes general statements)
3. Relationships (works with who)

[Link]
[Link]
[Link]
4. Potential Problems of JA

2025
September 11,
Employees may resist JA
because:
Resistance to change
Possible changes to job duties
Changes to pay
Lack of trust of consequences
Who is involved in the job analysis?

2025
September 11,
 Management
 Supervisors
 Job analysts
 Job incumbent
 Unions
 Consultants
5. Job Design
 Job design is the process of

2025
September 11,
determining the specific tasks to
be performed, and methods used
in performing these tasks, and the
way the job relates to other work
in the organization.

 There are two major components

of job design: job enlargement and
job enrichment.
 2025
September 11,
Human Resource
Planning
(HRP)
1. HRP: Definition
Human resource planning (HRP)

2025
September 11,
is the process of analyzing and
identifying the need for and
availability of human resources
so that the organization can meet
its objectives.
The organizational strategy of the
firm as whole becomes the basis
for human resource planning
2. HRP: Importance

2025
September 11,
Ifyou don’t plan you
will end up either
with famine or
overwhelm!
Cont’d
 Helps to determine future human

2025
September 11,
resource needs
 Coping with change
 Foundation for personnel
functions
 Provides information on the
status of the human resource
 Reduces cost and budget of
human resource management
 3. HRP: Steps
Strategic

2025
September 11,
Plan
Total Human Total Human
Resource Resource
Demand Supply
Forecasting Forecasting

Anticipated Environm
Policies Change ent

Net Human
Job Resource
Analysis Requirement

Action Plan
3.1. Total HR Demand Forecast
• Determining the demand for total

2025
September 11,
work force requirement through the
analysis of organization's operations
• Use projections of operations, output
person and productivity
• Estimate of numbers and kinds of
employees the organization will need
at future dates
• Demand for firm’s goods or services
must be forecasted. Forecast is then
converted into people requirements
 Relationship b/n Sales Volume
& Number of Employees

2025
September 11,
Number of
Employees

500

400

300

200

100

0 10 20 30 40 50 60
Sales (thousands)
HR Demand Forecast
New organizations:

2025
September 11,
• Require the study of other similar
organizations (benchmarking)
• Utilizing a range of qualitative or
quantitative forecasting methods.
• Quantitative methods use a
range of statistical and
mathematical techniques such as
regression, productivity ratio and
Staff ratio
Cont’d

2025
September 11,
• Qualitative methods use
mainly judgmental methods,
rule of thumb, feedback
from people who provide
analysis and predictions.
• Tools such as brainstorming,
NGT & Delphi are used
3.2. HR Supply Forecast

2025
September 11,
Forecasting
Availability of
Human Resources (SUPPLY)

External Supply Forecast

Potential employees
available to the
organization needs include:
Cont’d
 Individuals entering and leaving the

2025
September 11,
workforce
 Individuals graduating from schools and
colleges
 Changing workforce composition and
patterns
 Economic forecasts for the next few years
 Technological developments and shifts
 Actions of competing employers
 Government regulations and pressures
 Factors affecting persons entering and
leaving the workforce.
Cont’d
Internal Supply Forecast

2025
September 11,
 Internal supply refers to the manpower inventory
available within the organization. Internal supply
information which include:

• Skill Audit-employees on non-

managerial jobs
• Management Audit-employees in
managerial jobs
• Human Recourse Information
System (HRIS)
Cont’d
 Human Resource Information Systems (HRIS):

2025
September 11,
◦ An integrated system of hardware, software, and
databases designed to provide information used in HR
decision making.
◦ Benefits of HRIS:
 Administrative and operational
efficiency in compiling HR data
 Availability of data for effective HR
strategic planning
Cont’d

2025
September 11,
◦ Uses of HRIS:
 Providing information about
human resource in
organizations
(employment, skill, tracking
affirmative actions etc.)
 Automation of payroll and
benefit activities
Uses of HR Information
System (HRIS)
Cont’d

2025
September 11,
Cont’d
 HRIS Design Issues:

2025
September 11,
◦ What information available and
what is information needed?
◦ To what uses will the information
be put?
◦ What output format compatibility
with other systems is required?
◦ Who will be allowed to access to
the information?
◦ When and how often will the
information be needed?
3.3. Net HR Requirement
The net human resource

2025
September 11,
requirement is the difference
between the total human
resource demand and the
human resource supply
forecast taking into account
the anticipated change.
Anticipated change include
turnover analysis
Cont’d

2025
September 11,
Turnover analysis is the
analysis of the employees
leaving the organizations
for several reasons
including retirement,
disabilities, resignation,
quit, disabilities and
deaths.
Cont’d
After estimating human resource
demand and supply for a future

2025
September 11,
period the net requirement
situation can be one of:
• Shortages
• Surplus
• Balanced
Each situation requires a
different set of responses.
Surplus of human resource
Supply
exceeds the labor

2025
September 11,
demand.
The reasons for surplus human
resource can be:
• Company contraction,
• Over employment
• Poor
human resource planning
(Over-employment).
3.4. Action Plan
Action Plan involves managing

2025
September 11,
the net manpower requirement-
the surpluses or shortages
Action plan for surplus include:
• Freeze hiring
• Reducing the number of hours
worked
• Do not replace those who left
Cont’d

2025
September 11,
• Reduce overtime work
• Offer early retirement
incentives
• Reduce outsourced work
• Expand operations
• Lay offs
Shortage of human
resource
In this scenario, the firm will need

2025
September 11,
more workers than will be
available.
The reasons for shortages can be:
• Expansion of the company and
its jobs
• Poor human resource planning
(Underemployment)
• Turnover
Cont’d
Action Plan for shortages include:

2025
September 11,
• Training or retraining existing
workers,
• Grooming current employees to take
over vacant positions (succession
planning), promoting, transferring
from within,
• Recruiting
and hiring new permanent
employees,
• Subcontracting part of the work to
other firms,
Cont’d
• Hiring
part-timers or temporary

2025
September 11,
workers,
• Paying
overtime to existing
employees
• Offerincentives to postpone
retirement
• Rehire retirees part-time
• Redesign
job processes so fewer
employees are needed
• Reduce operation
 2025
September 11,
Chapter 4
Employee Recruitment,
Selection, Placement &
Induction/Orientation
Chapter Outline

2025
September 11,
After completing this part,
participants will be able to
understand:
1. Recruitment
2. Selection
3. Placement &
Induction
1. Recruitment
1.1. Definition

2025
September 11,
• Recruitment is the process of
reaching out and attempting to
attract potential and qualified job
candidates for a particular job
• To avoid costs, the recruiting
effort should be targeted solely
at applicants who have the basic
qualifications for the job.
Cont’d
1.3 Sources of Recruitment

2025
September 11,
• Sources of recruitment are the places, agencies and
institutions, recruiters go to seek potential and qualified
candidates that will fill the vacant jobs.
• There are two practical sources from which recruiters
seek potential candidates to fill job needs-internal
source and external source.
Cont’d
 Internal Source

2025
September 11,
• Internal source recruitment is
recruiting from within the organization
(in-house)
• Many organizations have internal
recruitment policy. Unions require
internal source
• Internal recruitment is usually done
through promotion and transfer. The
way in which internal applicants are
located is often through job posting
and job bidding
Cont’d
Transfer: Is moving people to

2025
September 11,
positions that are similar and
equal in status usually horizontal
Promotion: Moving people to
higher level position with higher
status usually vertical
Cont’d
External Sources

2025
September 11,
 External source is recruiting from outside the
organization.

• Locating applicants from outside

the organization has many more
options
• The entire labor market is a
potential source.
Cont’d
External Sources and Methods of Recruitment

2025
September 11,
Sources
• Employee referral programs
• Walk-ins
• Other companies
• Employment agencies
• Temporary help agencies
• Trade associations and Unions
• Schools
• Foreign nationals
Cont’d
Methods

2025
September 11,
• Radio and Television
• Newspapers and Journals
• Computerized services
• Acquisitions and Mergers
• Work flow management
• Online recruitment
Cont’d
 Other Methods: There are a few

2025
September 11,
other ways of finding the right
employees. These include people
you meet at conferences,
seminars and trade shows.
 You can attract them by either
setting up your own recruitment
booth or through informal
meetings.
Cont’d
 How Many to Recruit?

2025
September 11,
Organizations recruit more
than what they employ
because some of the recruits
may be unqualified,
disinterested or both.
Yield ratio will help to
determine how many to
recruit.
 Cont’d
 Recruiting Yield Pyramid

2025
September 11,
50 New hires
100 Offers made (2:1)
150 Candidates interviewed
200 (3:2) Invited
Candidates
1,200 (4:3)
Leads generated
(6:1)
Cont’d
Internal Source Advantages and
Disadvantages

2025
September 11,
Cont’d
External Source Advantages and
Disadvantages

2025
September 11,
Cont’d
1.4 Steps in Recruitment

2025
September 11,
1. Job requisition:
 The first essential step is job requisition, which gives the
recruiting agency information regarding each job.
 Job requisition determines the job scope, function,
responsibilities, and relationships.
 This is done through job description and job
specification both of which are developed as a result of
job analysis.
Cont’d
2. Designing application form:

2025
September 11,
Application form must be
designed as per job description
and specification, which will
enable managers to procure
required information from the
applicant.
Application forms need to be
incise and complete in giving the
required information.
Cont’d
3. Advertisement:

2025
September 11,
The recruiting agency notifies
vacancies through well-articulated
advertisement.
It could do this through different
media such as organizational
website, TV, newspapers, trade or
professional journals, notice
boards in field offices, and
employment job centers.
Cont’d
 The choice depends on the positions for which

2025
September 11,
organizations are recruiting.
 For example, the local newspaper is usually the best for
blue-collar, clerical and administrative employees.
 For specialized employees such as middle and senior
managers, website and/or professional journals can be
good media.
Cont’d
Conduct Realistic Approach to Recruitment

2025
September 11,
• A realistic approach to recruitment deals with providing
an accurate information about the job and the
organization to job candidates
• Do not inflate the expectation of the candidate beyond
what the actual that your organization can offer
Cont’d

2025
September 11,
When the candidate discovers
the actual is less than the
expectations that you have
created during the
recruitment, the candidate
may leave your organization,
which results in a great loss to
the company in terms of effort
and cost.
Cont’d
Evaluate the Recruitment

2025
September 11,
• Evaluation of the success of
recruitment is based whether
the candidates attracted are fit
for selection.
• If the selection process is fed
with sufficient qualified
candidates then one can say
that the recruitment was
successful
2. Selection
 Selection is the process of deciding which candidate,
out of the pool of applicants developed in recruitment,

2025
September 11,
has the abilities, skills, and characteristics most closely
matching job demands.
 Series of steps are used for selection decision.
 The selection philosophy is either to screen out the
unqualified candidate at each step or to screen in the
qualified ones.
Cont’d
2.1 Why Select the Right Person?

2025
September 11,
• Customers will receive the right
quality service within the right
time and get satisfied and
delighted.
• Fellow workers will receive a
cooperative and compatible
service and satisfied and delighted
to work with
• Fellow workers will be happy to
work and stay at their organization
Cont’d
• Superiors (supervisors) will be

2025
September 11,
satisfied and delighted to work with
• There will be cooperation and
harmony among workers which will
result in positive synergy
• The organization will have a good
image
• The organization will achieve its goals
and mission efficiently and effectively
• The company will grow, develop and
become prosperous
Cont’d
2.2. Consequences of Poor Selection Decision

2025
September 11,
• Increasedinduction, training,
development and performance
management costs
• Dissatisfaction of customers
because of poor service
• Frustrationsfor, or loss of, other
key staff that have to work with
the new employee
Cont’d

2025
September 11,
• Harm the new
incumbent (dislocation,
lay off, dismissal etc.,)
• Impaired image and
reputation for the
company
 Cont’d
2.3. The Selection Process

2025
September 11,
Prelimi
Prelimi
nary
nary Medica
Medica
Tests
Tests
Screeni
Screeni ll Test
Test
Information
Information

ng
ng
Selection
Selection
Criteria
Criteria

Applicat
Applicat Intervi
Intervi Refere
Refere
ion &
ion & ews
ews nce
nce
Resume
Resume
Cont’d
Selection involves the

2025
September 11,
following Steps:
1. Scrutiny of Applications:
 This is a process of taking out less desirable candidates.
 If the number of applicants is large, some criteria may
be designed to shortlist and keep the number of
candidates to a manageable size
Cont’d
 The company usually designs an application form
called Application Blank that will be filled by the

2025
September 11,
applicant.

• Applicants submit application

(Application blank)
• Applicants also submit
resume/curriculum vitae or bio
data, an information document
designed and written by the
applicant
Cont’d
• The information obtained from the application and resume
is generally used as a basis for further exploration of the

2025
September 11,
applicant's background.
• Applicants can supply elaborated and attractive resumes.
• It is useful to ask applicants to sign that the statement that
they have made is correct and that he or she accepts the
employer's right to terminate the candidate's employment
if any of the information is subsequently found to be false.
Cont’d
2. Testing:

2025
September 11,
 Some examples of employment testing are aptitude
test, performance test, and personality test.
 Aptitude test attempts to measure a person’s ability to
learn concepts and to master physical skills.
Cont’d
 The following tests are usually applied in the selection
process:

2025
September 11,
• Personality Test
• Achievement Test
• Aptitude Test
• Intelligence Test
• Dexterity Test: Disposition
( tendency)
Cont’d

2025
September 11,
 Different jobs require different traits,
temperament and emotion.
 For example, for supervisory job, emotional
stability is important.
Cont’d
3. Interview:

2025
September 11,
 Itprovides opportunity managers to verify
information on hand and to find out more
about the applicant’s interests, aspirations,
and expectations.
 In addition, it will provide opportunity to
share information about the company, the
job and its environmental condition.
 Hence,
the aim is to have a two-way
communication that is mutually beneficial.
 Interviewcould be structured or
unstructured.
Cont’d
Structured interview:

2025
September 11,
 Interview questions are predetermined before the
interview takes place.
 It applies a series of job-related questions with
predetermined answers consistently across all
interviews for a particular job.
Cont’d
Structured interview advantages:

2025
September 11,
 The content of a structured interview is, by design,
limited to job-related factors.
 The questions asked are consistent across all
interviewees.
 All responses are scored the same way.
Cont’d

2025
September 11,
Unstructured interview
 Interview questions are not predetermined
before the interview takes place.

◦ Questions are raised during

the interview session.
Cont’d
The unstructured (non-directive) interview Advantages:

2025
September 11,
• Allows the applicant the maximum amount of freedom in
determining the course of the discussion.
• The interviewers ask broad and open questions.
• Permits applicants to talk freely with minimum of
interruption.
• Helps to reduce the possibility of legal charges of unfair
discrimination.
Cont’d
Guidelines for Employment Interviews:
 Establish an interview plan

2025
September 11,
 Establish and maintain support
 Be an active listener
 Pay attention to non-verbal clues
 Provide information honestly
 Use questions effectively
 Separate facts from inferences
 Recognize biases
 Control interview
 Standardize the questions
Cont’d
4. Reference checking (background

2025
September 11,
investigations)
• Reference checking provides the opportunity to question
individuals, who either have worked with the applicant or
know them in some other capacity, about their suitability
for the role and to match them against the selection
criteria.
• By contacting the applicant’s current or previous managers
or co-workers, you are making sure the applicant has the
skills and experience listed on their application and
resume.
Cont’d
 Reference checks are important

2025
September 11,
since research shows that about
one-third of all applicants are
creative with or lie about their
employment history.
 You want to make sure the person
will not be a liability to you and
your clients if they claim to have
technical expertise that they do
not in fact possess.
Cont’d
5. Physical examination

2025
September 11,
 Prior to tendering a job offer, some
organizations require potential
employees to take a physical
examination for the purpose of:
 Preventing insurance claim for illness or injuries that
occurred prior to employment to the company.
 Detecting any communicable diseases.
 Certifying that the person can physically perform the work.
Cont’d
 However, physical requirements should be clearly
indicated in the job description and specification, which

2025
September 11,
otherwise the company may be accused of
discrimination toward handicapped workers.
Cont’d

2025
September 11,
6. Communication
 It is a process of informing the result to an
applicant(s) who has/have been selected and
offered a job by the management.
Cont’d
2.4. Validity and Reliability of Selection Instruments

2025
September 11,
 Selection instruments such as tests and interviews
must be valid and reliable.
 Tests and interviews need to predict success on a job
if those tests are used to make the decisions to hire.
Cont’d
Validity:

2025
September 11,
 Tests and interviews are supposed to discover and
predict the ability to do the job required.
 If a potential candidate is interviewed or tested and
scores ‘A’ he must also score ‘A’ in his job
performance.
 Concurrent method and predictive method can be
used to evaluate the validity.
Cont’d
◦ Concurrentvalidation:
validation administer the

2025
September 11,
tests to employees presently on the
job. You then would compare their
test scores with their current
performance.
◦ Predictive validation:
validation the test is
administered to applicants before
they are hired. After they have been
on the job for some time, you
measure their performance and
compare it to their earlier tests.
Cont’d
Reliability:

2025
September 11,
 The test should yield consistent scores when a person
takes the same test on two or more different occasions.
Test re-test method and equivalent-half helps to test
the reliability
 Test-retest Method: If for example a person scores 70%
on a test administered on Monday and 90% on Tuesday,
people would not have much faith in the test.
3. Placement, Induction/Orientation
Placement:

2025
September 11,
 Placement is the process of assigning a selected
applicant to the job for which he/she applied for.
Induction/Orientation:
 It is the process of introducing the new employee to
the organization, to his job, to colleagues and
superiors to bring him/her into the mainstream of the
organization as quickly as possible.
Cont’d

2025
September 11,
A large number of new
starters resign in the first
few weeks of their
employment because of
lack of appropriate
induction.
Cont’d
 The typical components of a standard induction program
which can run for hours, days or even weeks is as follows:
 The organization, its history,

2025
September 11,
development, management and
activity.
 Personnel policies.
 Employee benefits.
 Physical facilities in the work place.
 An outline of the different jobs and
work entailed in the organization.
Cont’d
 Health and safety measures.

2025
September 11,
 Social interaction with other
employees.
 Physical orientation to the work
place

 Indeed, secondary, tertiary or follow-up induction

programs are used by many organizations to ensure all
the information they wish to impart is properly disclosed
to employees over a period of time.
 2025
September 11,
Chapter Five
Training & Development
(T&D)
 Discussion Session

2025
September 11,
Discuss the difference and
Similarity between Training
& Development
Chapter Outline
After completing this part,

2025
September 11,
participants will be able to
understand:
1. T&D Definition
2. T&D Purpose
3. The Training Process
4. Training & development
differences
5. Career development
1. Training & Development Definitions
Training:

2025
September 11,
 It focuses on providing employees with specific skills
which help correct deficiencies in their performance.
 Training focus is on the current job, on how to do the job
for which they were hired.
 The scope is the individual-operational employees.
Cont’d

2025
September 11,
Development:
 Development is an effort to provide employees
with the abilities the organization will need in
the future.
 The focus is the organization-managerial
employees
2. The Purpose of Training and
Development
• Creating a pool of readily available and adequate
replacements for personnel who may leave or move up in

2025
September 11,
the organization
• Enhancing the company's ability to adopt and use
advances in technology because of a sufficiently
knowledgeable staff.
• Building a more efficient, effective and highly motivated
team, which enhances the company's competitive position
and improves employee morale.
Cont’d
• Ensuring adequate human

2025
September 11,
resources for expansion into new
programs
 Specific benefits from training and developing its
workers, include:

• Increased productivity
• Reduced employee turnover
• Increased efficiency resulting in
financial gains
• Decreased need for supervision
3. The Training Process
1. Training needs assessment &

2025
September 11,
training objectives
2. Developing training Program
3. Selecting trainees and trainers
4. Selecting the training Method
5. Conducting the training
6. Training evaluation
Cont’d
3.1 Training Need Assessment

2025
September 11,
 The need for training and development is determined
by employee’s performance deficiency, computed as
follows:

◦ Training and development

need = Standard performance
– Actual performance.
 Managers can identify training needs by considering
three sources:
Cont’d
◦ Organization wide sources

2025
September 11,
• Grievances, observation, Exit
Interviews, Waste/Scrap,
• Accidents, complaints, Training
observation, Equipment use
◦ Task Analysis Sources

• Job Requirements = Employee KSAs

• Job Description Requirements = Job
Specifications
Cont’d
◦ Individual Employee

2025
September 11,
Sources
• Tests, Records, Assessment
Centers, Questionnaires,
Performance Appraisals,
attitude surveys, role
playing results.
Cont’d
3.2. Developing Training Objectives & Program

2025
September 11,
Training objectives and
priorities are set to close the
gap.
Objectives for training can be
set in any area by using one
the following four dimensions:
Cont’d
Quantity of work resulting

2025
September 11,
from training.
Quality of work after training
(eg. cost of rework, scrap
loss).
Timeliness of work after
training (schedule meeting).
Cost savings as a result of
training.
Cont’d
3.3. Selection of Trainees and Trainers
• Employees who must be trained are

2025
September 11,
those whose deficiency has been
discovered through the personal
training identification in the training
need identification.
• It is also important that employees
be motivated by the training
experience.
• Trainers need to have the ability to
train the skills that are designed in
the program.
Cont’d
3.4 Determine the Types of
Training

2025
September 11,
 On the Job Training (OJT): on the- job training
approach, the trainee learns in the actual work setting,
usually under the guidance of an experienced worker,
supervisor, or trainer.

Advantages:
• Learning takes place through doing the actual job
• Little problem of transferee of knowledge learnt elsewhere
• Reduces cost of hiring outside trainers
Cont’d

2025
September 11,
Disadvantages:
 Errors and damage to equipment that occur
when a trainee is on the job may prove costly.
 Trainees might be excellent in terms of their
skills but inadequate at transferring their
knowledge to others.
Cont’d
Off-the-job training:
 Training is conducted outside the job environment

2025
September 11,
 Common examples of off-the-job training are formal
courses, simulations, and role-playing exercises in a
classroom setting.
Advantages:
 It gives employees extended and uninterrupted periods
of study.
Cont’d
A classroom setting may be more
conducive to learning retention because

2025
September 11,
it avoids the distractions and
interruptions that commonly occurring an
OJT environment.
Disadvantages:
What is learned may not transfer back to
the job. (Vestibule training is used to
minimize the problem of transfer)
If an employees view off-the-job training
as an opportunity to enjoy some time
away from work, not much learning is
likely to take place.
Cont’d
3.5 Conducting Training
 Having planned the training program

2025
September 11,
properly, the training should be
administered to the selected
employees.
 Itis important to follow through to make
sure the goals are being met.
 Questions to consider include:
- Location - Comfort
- Facilities - Equipment
- Accessibility - Timing
Cont’d

2025
September 11,
3.6. The Evaluation Phase
 In the evaluation phase of the training process,
the effectiveness of the training program is
assessed.
 The training should be judged on how well it
addressed the needs it was designed to
address.
Cont’d

2025
September 11,
 Evaluation of the training includes:

• Participants’ reaction to the

training at the time of the
training
• Participants’ learning of the
content of the training
• Participants’ use of their new
skills and knowledge back on
the job.
4. Training & development Differences
 Development can be thought of as growing
capabilities that go beyond those required by the

2025
September 11,
current job; it represents efforts to improve
employee’s ability to handle a variety of
assignments.
 Development is beneficial to both the
organization and the individuals
Cont’d
Training Developmen

2025
September 11,
t

Learn specific Understand

Focus behaviors and information
actions; concepts and
demonstrate context; develop
techniques and judgment; expand
Time Shorter-term
processes capacities for
Longer-term
Frame assignments

Effectiv Performance Qualified people

eness appraisals; available when
cost/benefit needed;
measure analysis, promotion from
s passing tests; within possible;
or certification HR-based
Cont’d
Assessment Centers:

2025
September 11,
Development program uses
assessment centers.
In a typical assessment-center,
a potential manager spends
two or three days away from
the job, performing many
activities.
Cont’d
 These activities may include role playing, pencil-and-
paper tests, cases, leaderless group discussion,
management games, peer evaluation, and in-basket

2025
September 11,
exercises, in which the trainee handles typical problems
coming across a manger’s desks.
 For the most part, the exercises are samples of
managerial situations that require the use of managerial
skills and behaviors.
Cont’d

2025
September 11,
During the exercises,
participants are observed by
several specially trained
judges.
Assessment centers are
seen as an excellent means
for determining managerial
talent.
 2025
September 11,
Discussion Session

Discuss the difference

between job and career.
 Career planning involves assisting employees in

2025
September 11,
defining their occupational interests, and preparing for
job changes through human resource development.
 The career changes may entail a
move to a different occupation, a
promotion within an existing
occupation, or changing the tasks
in an existing occupation.
 2025
September 11,
 It can be used to describe the
phase of career planning in
which employees are engaged
in various human resource
development methods, such as
taking college courses to
qualify them for career
advancement, or other career
change.
 The principal purposes of

2025
September 11,
career planning are:
 Employee job satisfaction: to influence employee
intrinsic and extrinsic job satisfaction in a positive
manner.
 Meet organizational needs for human resources:
to help the organization prepare for and meet its future
human resource needs.
 2025
September 11,
Chapter Six
Performance Appraisal (PA)
Chapter Outline
 After completing this part, participants will be able to

2025
September 11,
understand:

1. Performance Appraisal
definition
2. Purpose of Performance
Appraisal
3. Performance Appraisal Steps
4. Problems with Performance
Appraisal
5. Performance Appraisal Methods
6. Who should undertake PA
1. Performance Appraisal Definition
Performance Appraisal is a

2025
September 11,
process of determining how well
an employee is doing his/her
job.
It is the evaluation of
employees’ current and
potential levels of performance
to allow managers to make
objective human resources
decisions.
 Cont’d
• Performance appraisal has the following
main objectives:

2025
September 11,
 To improve employee performance in the present job
 To prepare employees for future opportunities that may
arise in the organization
 To provide a record of employee performance that can be
used as a basis for future management decisions
 Performance appraisal is a continuous
process.
 It is one of the most difficult and
important part of supervision.
2. Purposes of Performance Appraisal
 Feedback to employees: It

2025
September 11,
provides feedback to employees
about the quality and quantity
of job performance.
 Self-development: Individuals
learn about their strengths and
weaknesses as seen by other
people and can influence self-
improvement programs.
Cont’d
 Reward systems: It can be used to administer merit
based compensation systems.

2025
September 11,
 Personnel decisions: Decisions such as promotions,
transfers and terminations are made based on
performance appraisal.
 Training and development: It can help managers
identify areas in which employees lack critical skills.
3. Performance Appraisal Steps

2025
September 11,
Three Step Process:

1. Set expectations/Standards
2. On-going tracking and
feedback
3. Review progress (annual
appraisal)
Cont’d
3.1. Set Expectations/Standards
Clear

2025
September 11,
performance goals that
the employee is expected to
perform during the period
must be set and agreement
must be reached.

 What the position holder will

do and how they will do it.
Cont’d
 Shouldbe SMART

2025
September 11,
 Specific
 Measurable
 Achievable
 Realistic
 Timely (contain a
measurement of time)
 Should be aligned with the
goals and objectives of the
organization (strategy),
department or work unit.
Cont’d
3.2. Ongoing Tracking and Feedback

2025
September 11,
◦ Managers/Supervisor should meet
with employees on continuous base:
 To discuss progress towards
established goals
 Identify areas for
improvement/development
 Discuss modifications to goals
 Coach on how to sustain progress
or improve shared process
Cont’d

2025
September 11,
Employee has responsibility for
tracking and monitoring own progress.

Supervisor should identify sources of

information. Possibilities include: e-
mails, financial reports, customers
feedback, participation on internal and
external committees, participation in
professional organizations.
Cont’d
3.3. Providing Feedback

2025
September 11,
 Feedback is best given in a private meeting between
the employee and immediate supervisor.
Discussion should focus on the facts:
 Assessed level of performance,
how and why the assessment
was made, and how the
employee’s performance can be
improved in the future.
Cont’d
 Maintain or enhance self-esteem

2025
September 11,
 Listen and respond with empathy
 Ask for help and encourage involvement
 Share thoughts, feelings and rationale (to build trust)
 Provide support without removing responsibility (to
build ownership)
4. Problems with Performance Appraisal
 Appraisers commit errors during appraisal. Errors
include:

2025
September 11,
• Leniency:A tendency to rate an
employee at the positive (high)
end.
• Centraltendency: Rating
employees in the middle of the
scale.
• Halo Effect: Rating an employee
only on one attribute
Cont’d

2025
September 11,
• PersonalBiases (prejudices):
rate on behaviors that
conform to their biases
(appearance, social status,
dress, race, sex etc.)
• Expectancy (Pygmalion
Effect)
• First impression
5. Appraisal Methods
[Link] methods

2025
September 11,
[Link] rating scale
[Link] anchored
Rating Scale
[Link] By
Objectives (MBO)
Cont’d
5.1. Ranking Methods

2025
September 11,
Ranks one employee by
comparing the employee
against every other
employees.
• Simple ranking technique
• Paired comparison
technique
Cont’d
 Ranking method: Drawbacks

2025
September 11,
 Difficult
to do with large
numbers of employees.
 Difficult
to make comparisons
across work groups.
 Employees are ranked only on
overall performance.
 Do not provide useful
information for employee
feedback.
Cont’d
5.2. Graphic rating scale

2025
September 11,
 Graphic rating Scale compares
each employee with a fixed
standard.
 Graphic rating scales consist of
job performance dimensions to
be rated on a standard scale.
Cont’d
Dimension: Punctuality

2025
September 11,
This teller is always on time for work and promptly opens her or his window
scheduled.
1 2 3 4

Strongly Disagree Agree Strongly

disagree agree

Dimension: Congeniality
This teller always greets his or her customers warmly and treats them with
respect and dignity.
1 2 3 4

Strongly Disagree Agree Strongly

disagree agree

Dimension: Accuracy
This teller is always accurate in her or his work.
1 2 3 4

Strongly Disagree Agree Strongly

disagree agree
Cont’d

2025
September 11,
5.3. Behaviorally anchored Rating
Scale
Behaviorally-anchored rating
scale (BARS) is a sophisticated
method in which supervisors
construct a rating scale where
each point on the scale is
associated with behavioral
anchors.
Cont’d
Job: Specialty store manager
Dimension: Inventory control

2025
September 11,
7 Always orders in the right quantities and at the right time

Almost always orders at the right time but occasionally orders too much
6
or too little of a particular item

5 Usually orders at the right time and almost always in the right quantities

4 Often orders in the right quantities and at the right time

3 Occasionally orders at the right time but usually not in the right
quantities
2 Occasionally orders in the right quantities but usually not at the right
time
1 Never orders in the right quantities or at the right time
Cont’d
5.4. Management by Objectives

2025
September 11,
(MBO)
 A process whereby the superior and subordinate
managers of an organization jointly identify its common
goals, define each individual's major areas of
responsibility in terms of the results expected of him,
and use these measures as guides for operating the unit
and assessing the contribution of each of its members.
Cont’d

2025
September 11,
The process of MBO
• Joint goal setting
• Periodic evaluation
and Review
• Giving feedback
Cont’d
MBO Benefits:

2025
September 11,
• Subordinates participate in
setting their own objectives
• Accomplishment of objectives
will motivate subordinates
• By working closer with the
subordinates the supervisor
will:
Cont’d
 Set realistic objectives

2025
September 11,
 Knowthe strengths and
weaknesses of subordinates
 Know subordinates requirement
such as resources: human,
material, finance, information
etc.
 Make objective appraisal.
Cont’d
MBO Drawbacks:

• MBO program takes a great deal of

2025
September 11,
time, energy and form- completing
on the part of managers.
• Difficult to use for setting non-
quantifiable objectives
• Superiors push for higher objectives
• Subordinates may set lenient
objectives that can be met easily or
unachievable higher goals just to
please the superior
6. Who should Undertake Performance
Appraisal?

2025
September 11,
• Immediate superior
• Subordinate
• Peers
• Customers
• Self appraisal
• 3600 appraisal
Cont’d

2025
September 11,
“360 degree” Feedback

“360 degree” feedback, in

which employees are
evaluated by everyone around
them, provides a richer array
of performance information on
which to base an appraisal.
 2025
September 11,
Chapter Seven
Employee Compensation
1. Definition
 Employee compensation includes all forms of pay or
rewards going to employees as a result of their

2025
September 11,
employment.
 Employee compensation has two components: direct
financial payments (wages, salaries, incentives,
commissions, and bonuses) and indirect financial
payments (fringe benefits) like employee paid insurance
and vacations.
Cont’d
 Employees need to be rewarded for the service they
provide to an organization.

2025
September 11,
 The organization, on the other hand, has the obligation
to reward employees fairly according to the contribution
they provide to it.
 Organizational reward includes, both intrinsic and
extrinsic, that are received as a result of employment
by the organization.
2. Importance of Compensation
 The compensation policy of an organization should
equitably serve both employer and employees.

2025
September 11,
Importance to Employees:
 It is the primary (and often the only) source of income
for employees and their family.
 It is a fair reward
 It determines employees’ social status.
Cont’d
Importance to Employers:

2025
September 11,
To attract capable employees
to the organization
To motivate them towards
superior performance level
To retain their services for an
extended period of time
3. Factors Affecting
Compensation
Government

2025
September 11,
Cost of Living
Comparable wage rates
Market Conditions
Ability to Pay
Cont’d
Government:

2025
September 11,
Government rules, regulations,
executive orders, and laws have
their influence on an organization’s
compensation policy.
Every government provides laws
for compensation in areas like,
minimum wage rate, equal pay
provisions to avoid pay differentials
based on sex, race, religion, etc.
Cont’d
Cost of Living

2025
September 11,
Cost of living as measured in
terms of consumer price index
may affect the organization’s
compensation policy as it tries
to adjust its employees’
earning to the rate of inflation.
This process is called cost of
living adjustment (COLA).
Cont’d
Comparable wage rates

2025
September 11,
 The wage pattern in the industry and community could
have an impact on the compensation policies and
practices of organizations.
 Comparing wage and salary rates in given areas may
help in ensuring that the organization is offering a
salary that is not substantially higher or lower than
those paid by others in the same area.
Cont’d

2025
September 11,
Market Conditions
Regardless of other factors
involved, the supply and
demand relationship in the
labor market will determine
the wage and salary level in
organizations.
Cont’d
Ability to Pay

2025
September 11,
Regardless of other factors, wage
and salary rates are ultimately
dependent on the employer’s
ability to pay.
Ability to pay, in tern, is dependent
on how well the organization is
functioning and its ability to
continue earning revenues.
4. Establishing Equitable
Payment
 Structure
The primary objective of any

2025
September 11,
base wage and salary system
is to establish a structured
system for the equitable
payment of employees,
depending on their job and
their level of performance in
their job.
Cont’d
There are several policy issues

2025
September 11,
that need to be addressed for
establishing a fair and equitable
compensation system.
Most based wage and salary
systems establish pay ranges for
certain jobs based on the relative
worth of a job to the organization
and wage & salary survey.
4.1. Job Evaluation
It is a systematic

2025
September 11,
determination of the value of
each job in relation to other
jobs in the organization.
If done properly the relative
value of the jobs is reflected in
the relative wage rate for the
jobs.
Cont’d

2025
September 11,
It Involves:
Enumeration of the
requirements of a job
The job’s contribution to
the organization
Classifying it according to
importance
Cont’d
Steps in Job Evaluation

2025
September 11,
I. Gather information about the jobs being evaluated from
job analysis
II. Determining factors that are to be used in determining
the worth of different jobs to the organization like
education, skill, initiative, responsibility, working
conditions, physical and mental effort, experience, etc.
Cont’d
III. Determine the method of evaluation that will use the
chosen factors for evaluating the relative worth of the
different jobs.

2025
September 11,
 The most common kinds of job evaluation methods
include point method, factor comparison, job
classification and job ranking.
 The first two are quantitative methods and the
remaining are qualitative.
IV. Grading the jobs according to their importance.
Cont’d
Problems in Job Evaluation

2025
September 11,
 The worth of all occupations cannot be precisely
measured with the same yardstick (standard)
 It is difficult to measure the worth of scientific,
technical, professional, and managerial jobs.
 It is difficult to separate the individual’s contribution
from the job being evaluated
4.2. Wage and Salary
Survey
 It is used to collect comparative information on the

2025
September 11,
policies, practices, and methods of wage payment from
selected organizations in a given geographic location or
a particular type of industry.
 Conducting wage and salary survey is useful to ensure
external equity by providing information about the labor
market
Cont’d

2025
September 11,
 In order for the survey to be effective, it is
essential to identify the jobs to be surveyed and
also the organizations and their geographic
location.

Some of the issues

usually included in the
survey include:
Cont’d

2025
September 11,
Length of Overtime

workday Pay
Starting Vacation and

wage rates holiday

practices
Base wage
Pay ranges,
rates Incentive
plans, etc.
5. Employee Benefits
(Fringe
It refersBenefit)
to benefits given to

2025
September 11,
employees in addition to salary
or wages.
They constitute significant
portion of the employees pay.
Unlike wages and salaries,
benefits are not usually related
to employee performance.
Cont’d

2025
September 11,
Broadly classified,
there are two types of
fringe benefits:
1. Time-off pay
2. Non-pay benefits
Cont’d

2025
September 11,
1. Time-off Pay:
Time-off pay are
payments for the time not
worked and include paid
vacations, paid holidays,
paid sick leaves, pension
programs, rest periods,
etc.
Cont’d
Paid Vacations: Organizations provide

2025
September 11,
employees a certain number of paid vacation days in a
year.
 The number of days may vary according to how long an
employee has worked for an organization.
 Usually, paid vacation times increase with seniority.

Sick Leaves: Providing employees with pay for

days not worked because of illness.
Cont’d

2025
September 11,
Pension Programs: It
represents a fixed
payment other than
wages, made regularly
to former employees or
their surviving
dependents.
Cont’d
2. Non-pay Benefits:

2025
September 11,
These are benefits not paid in
cash but include expenditures
on items such as medical
services, transportation
accommodation, insurance,
cafeteria services, education
programs, child care services,
and others.
Cont’d

2025
September 11,
These benefits can be classified
as mandated (legally required)
benefits and discretionary
(Voluntary) benefits.
However, the categorization of
these benefits might have a bit
differences from country to
country.
Cont’d
Mandated Benefits Voluntary Benefits

2025
September 11,
Social security Health care
Unemployment Life Insurance
compensation Retirement plans
Worker’s Payment for time
compensation not worked
Family Employee Stock
and
Medical Leave Option Plans
(ESOP)
etc
 Employee Motivation
Willingness to

2025
September 11,
Perform

Job
Performa
nce

Capacity to Opportunity
Perform to Perform
 2025
September 11,
Chapter Eight
Integration &
Maintenance
1. Labor Relations: Definition
 It is a continuous relationship between a defined group of
employees (represented by a union or association) and

2025
September 11,
an employer. It is also known as employee relations.
 The relationship includes the initial recognition of the
rights and responsibilities of union and management, the
negotiations of a written contract concerning wages,
hours, and other conditions of employment, and the
interpretation and administration of this contract over its
period coverage.
Cont’d
 There are three parties in employee relations: the
employees, the employer, and the government.

2025
September 11,
 Employees are represented by labor union.
 A labor union is a group of employees who have joined
together to achieve present and future goals that deal
with employment condition.
 The role of the government in labor relations is
developing the framework of the employee relations
through laws (Eg. The Ethiopian Labor Law).
Why do employees join unions?
The major reasons include:

2025
September 11,
Job Security
Socialization
Safety & Health
Communication Link
Fair & Equitable
Compensation
2. Collective Bargaining
 It is the process through which representatives of

2025
September 11,
management and the union meet to negotiate a labor
agreement.
 Under law, both management and the union are
required to negotiate wages, hours, and terms and
conditions of employment “in good faith”.
 Good faith bargaining means that both parties are
making a reasonable effort during communication and
negotiation to arrive at an agreement.
Cont’d

2025
September 11,
The process of collective
bargaining includes three
phases:
[Link],
[Link], and
[Link] of the
contract.
Cont’d
Preparation:

2025
September 11,
Developing offensive or defensive
strategies
Assess internal and external
environment that may affect the
outcome of the negotiation
(legal, economic, political, and
social, etc.)
Study the intentions and
capacities of the other party.
Cont’d
Negotiation:

2025
September 11,
The most typical
bargaining/negotiating stages
involve:
1. Each side presents its demands (usually the demands
are very far apart in some issues)
2. Reduction of demands: each side trades off some of its
demands to gain others.
3. Subcommittee studies: the parties form joint
subcommittees to develop reasonable alternatives.
Cont’d

2025
September 11,
4. If they agree, informal settlement is reached
and each group goes back to its sponsor-
union representatives to their supervisors
and members; management to the top
management.
5. If everything is in order, formal agreement is
reached and signed.
Cont’d
 If an agreement is not reached by the parties, a
situation called impasse occurs.

2025
September 11,
 Impasse is a situation in which parties cannot reach
settlement.
 In order to resolve such disagreement, a “third party”
may be involved.
 An intervention by a third party is used to overcome an
impasse, such as mediation, fact-finding, and
arbitration.
Cont’d

2025
September 11,
Administration of the
contract:
 It involves the activities
necessary to put the agreed
upon contract in practice
including adequate
communication of the
agreement to the concerned
parties.
3. Grievance Handling:
Definition
 Dessler defines grievance as any

2025
September 11,
factor involving wages, hours, or
conditions of employment that is
used as a complaint against the
employer.
Beach defines a grievance as “any
dissatisfaction or feeling of injustice
in connection with one’s employment
situation that is brought to the notice
of the management”.
Cont’d
 Grievances may arise from various sources and their
seriousness also varies accordingly.

2025
September 11,
 Some grievances arise from discipline cases, seniority
problems (including promotion, transfers, layoffs, etc.)
job evaluation results, work assignments, benefits, etc.
 As grievance is often a symptom of an underlying
problem, it requires careful analysis of the situation to
prevent repeated problems from occurring.
Cont’d
Grievance Procedure:

2025
September 11,
 It is an orderly system whereby disputes between
management and union/employees are resolved in a
series of steps.
 Grievance procedure differs from organization to
organization.
 Some organizations have very simple procedures
involving only two steps while others may have very
long steps before resolving the problem.
4. Disciplinary Action:
Definition
 Discipline is a procedure that corrects or punishes a

2025
September 11,
subordinate because a rule or procedure has been
violated.
 Most contracts agreed by management and unionized
organization provide management with the right to
discipline workers following set disciplinary procedures.
 Incompetence, misconduct, and violation of contracts
are some of the areas likely to initiate a disciplinary
action.
Cont’d
The most common types of

2025
September 11,
disciplinary actions include:
 Oral reprimand,
 Loss of privileges,
 Fines layoff,
 Demotion,
 Suspension, and
 Dismissal.
Cont’d
A fair discipline process is

2025
September 11,
based on three
prerequisites:
[Link] & regulations,
2.A System of progressive
penalties, &
[Link] appeal process.
Cont’d
1. Rules and regulations:

2025
September 11,
 A clear definition of rules and
regulations should be set to
help employees know before
hand what is expected of
them while working in that
organization.
Cont’d
2. A System of progressive
penalties:

2025
September 11,
 Penalties may range from oral warning to written
warning to suspension from the job or to discharge.
 The higher and more frequent the offence is, the more
severe the penalty becomes.

3. Appeal Process:
 In order to ensure the disciplinary action is fair and
equitable, there has to be an appeal process.
[Link] process
The disciplinary process may

2025
September 11,
involve the following steps:
1. Establishing work and behavior rules.
2. Communicating these rules to employees
3. Establishing effective assessment mechanisms
(performance appraisal or observation)
Cont’d
4. Collecting full information on the case and deciding on

2025
September 11,
the type of penalty. (Usually based on set policies and
procedures)
5. Administering punishment or motivating change.
6. Following-up the case.
4.2. Disciplinary Action
Guidelines
The following major guidelines

2025
September 11,
are useful in the disciplinary
process:
I. Discipline action should be applied consistently i.e.
similar incidents should get similar treatment.
II. The employee should be adequately warned of the
consequences of his/her alleged misconduct.
III. Disciplinary action should be taken in private.
Cont’d
IV. Penalty should always carry with it constructive
element. The employee should be told clearly the
reasons for the action to be taken.

2025
September 11,
V. Disciplinary action should be taken promptly in order
for the employee to understand clearly the
relationship between the penalty and the offensive
act.
Cont’d
VI. As much as possible, disciplinary action should be

2025
September 11,
applied by the immediate supervisor.
VII. After taking the disciplinary action, an attempt
should be made to assume a normal attitude toward
the employee.
 2025
September 11,
Chapter Nine
Promotions, Transfers &
Separation
1. Promotion: Definition

2025
September 11,
Cont’d
• Advancement within a organization is
ordinarily labeled as ‘Promotion’.

2025
September 11,
• It is an upward movement of an
employee from current job to another
that is higher in pay, responsibility,
status and organizational level.
• A mere shifting of an employee to a
different job which has better working
hours, better pleasant working
conditions does not imply promotion.
• It is a vertical movement in rank and
responsibility.
Cont’d
• According to E.B. Flippo

2025
September 11,
“promotion involves a change
from one job to another that is
better in the terms of status and
responsibilities”.
• According to Scott and Spreigal:
“A Promotion is the transfer of an
employee to a job that pays more
money or that enjoys some
preferred status”.
Cont’d
Examples of promotion:

2025
September 11,
 HR Assistant receives a promotion to HR Generalist
 HR Generalist receives a promotion to a dual role of HR
Generalist and Employee Development Coordinator
 HR Generalist is given a promotion to HR Manager
 HR Manager is given a promotion to Manager of Human
Resources and Administration
 HR Manager is promoted to HR Director
Purpose of Promotion
 To recognize an employee’s

2025
September 11,
performance and
commitment/loyalty and
motivate him/her towards
better performance
 To boost the morale and sense
of belonging of employees.
 To retain skilled and talented
employees.
Cont’d
 To develop a competent

2025
September 11,
internal source of employees
for higher level jobs
 To utilize the knowledge and
skills of the employees more
effectively.
 To attract suitable and
competent workers for the
organization.
Types of promotion
Four Major Types:

2025
September 11,
 Dry Promotion: Where an employee is promoted to
higher position and responsibility without any
increment in salary
 Vertical Promotion: In this type the employee is
moved to the subsequent higher level accompanied by
greater power ,responsibility, position and salary
Cont’d
 Up gradation: The job is promoted in the

2025
September 11,
organizational hierarchy. as a result ,the employees
obtain additional salary, higher responsibility and
power.
 Up or Out: In this, person must earn promotion or
search employment elsewhere.
Bases of Promotion
Seniority Merit/Skill

2025
September 11,
Seniority means  Merit means ability to
length of recognized work .
service in an
organization  It denotes an
Seniority means the individual employee’s
calculation of time skill, knowledge,
from when an ability, efficiency and
employee has joined aptitude as measured
the company and from educational,
served for how many training and past
years in the record
company.
Cont’d
The senior most person in the  If the merit is adopted as
lower grade shall be basis of promotion then the

2025
September 11,
promoted as and when there person in the lower grade ,no
is an opening in the higher matter his junior most in the
position company, shall be promoted.
Seniority is suggested as the  It encourage all employee to
criteria for promotion on the improve their efficiency
plea that there is a positive
correlation between length of
the service and talent
Cont’d
Advantages of the

2025
September 11,
Bases
Seniority Merit/Skill
Easy to measure the  It implies the
length of service knowledge, skills
Labor union and performance
generally emphasis record of an
on seniority. employee.
Security and
 It motivates
certainty is also plus
point competent
Minimize the scope employees to
of grievances and work hard and
conflicts acquire new
skills.
Cont’d:
Advantages of the

2025
September 11,
Bases
Reducing labor  It helps to
turnover maintain the
efficiency of the
It provides a
organization by
sense of recognizing
satisfaction to talent and
senior performance
employees.  It helps to attract
and retain young
and promising
employees in
the organization
Cont’d:
Disadvantages of the

2025
September 11,
Bases
Seniority Merit/Skill
 The assumption  Measuring merit
that the length of is not easy,
the service subjective
indicates talent is judgement may
not valid because involve.
beyond a certain  Many employee,
age a person particularly labor
may not learn. unions distrust
 Performance and the
potential of an management’s
individual is not integrity in
recognized. judging merit.
Cont’d:
Disadvantages of the

2025
September 11,
Bases
It demotivate and 
When younger
demoralize the young employees are
employees who are promoted over the
talented older one, the older
 employees may feel
Kills the zeal and
insecure. They may
interest for self
leave the organization
development
as well.
 The concern fails to
attract young and
hardworking
employees
2. Transfer: Definition

2025
September 11,
Cont’d
 A transfer is a horizontal or lateral movement of an

2025
September 11,
employee from one job, section, department, shift plant
or position to another at some other place where
salary, status and responsibility are usually the same.
Cont’d

2025
September 11,
 Transfer is defined as “a lateral shift causing
movement of individuals from one position to
another usually without involving any kind of
change in duties, responsibilities, skills needed
or compensation”.
Purpose of Transfer
• To meet organizational needs.

2025
September 11,
• To meet employees own request.
• To utilize services of an employee properly when
he/she is not performing and management feels he/she
may be useful elsewhere.
• To increase versatility of the employee.
Cont’d
• To adjust the workforce.

2025
September 11,
• To replace new employee by an employee who has
been in the organization on a certain job for a
sufficiently long time.
• To penalize employee or due to avoid labor union
pertaining issues.
Policy for Transfer
 The policy must be impartial and known to each

2025
September 11,
employee.
 The basis of the transfer should be indicated i.e. based
on seniority or skill.
 Decide the rate of pay to be given to the transferee.
 Intimate the fact of transfer to the person concerned
well in advance.
Cont’d
 Should be in writing and duly communicated to all
concerned.

2025
September 11,
 Locate the authority in some officer who may initiate
and implement transfers.
 Transfer cannot be made frequently and not for the
sake of transfer only.
 Facilities such as leave, special allowance for shifting,
etc. should be clearly prescribed to the transferee.
Types of Transfer
Intradepartmental transfers:

2025
September 11,
 Within same section of the same department and
effected without the issue of any transfer order to the
employee.
 He/she may be given oral instructions. However must
be informed of such transfers.
Cont’d
Interdepartmental transfers:

2025
September 11,
 From one department to another are decided by mutual
consultations among the departmental heads when
such transfers are of the permanent nature or long
duration.
 Written orders signed by the personnel manager are
issued to the employee.
Benefits of Transfer
• Increase in productivity and effectiveness of the

2025
September 11,
organization.
• Greater job satisfaction to employees.
• Stabilize fluctuating job needs.
• Improve employee skills.
• Remedy for wrong placement.
• Improve labor relationships.
Cont’d
• Develop employees for future

2025
September 11,
promotions.
• Avoid monotony and boredom.
3. Demotion: Definition

2025
September 11,
Cont’d
 Demotion has been defined as the assignment of an
individual to a job of lower rank and pay usually

2025
September 11,
involving lower level of difficulty and responsibility.

 Demotions serve as a useful purpose in the sense that

they keep the employees alert and alive to their
responsibilities and duties.
Cont’d
 Demotion is the antithesis of promotion where in an

2025
September 11,
employee is demoted to the post at a lower level.

 Example: a manager may be demoted as supervisor.

Causes of Demotion
 When departments are combined, bosses are often
required to accept lower level position since jobs are
eliminated.

2025
September 11,
 Inadequacy on the part of the employees in terms of job
performance, attitude and capability.
 When older employees are unable to adjust as per
change in technology.
 Health or personal reasons.
 Demotion is also used as disciplinary measure.
Demotion Policy
 A clear transparent and set of reasonable rules should

2025
September 11,
be framed, violations of which would subject an
employee to demotion.
 The information should be clearly communicated to
employees.
 If violations are discovered, there should be consistency
in penalties.
 There should be competent investigation of any alleged
violation.
 There should be a provision for review.
Demotion: Salary structure
 The employee’s salary may remain the same if it is

2025
September 11,
within the range of the lower class or it may be reduced.

 If the employee’s salary is above the maximum of the

lower grade, then the salary must be reduced to at least
the maximum of the lower grade.
Effects of Demotion
 Demotions have a serious impact on the need

2025
September 11,
fulfilment.
 There is emotional turmoil, inefficiency and resignation.
 Hence demotions are made quite infrequently.
 Many managers prefer to discharge employees rather
than face the problems arising from demotion.
4. Separation: Definition
 Separation means cessation of service with the
organization for one or other reason.

2025
September 11,
The employee may be separated from HR payroll due
to:
 Resignation
 Discharge & Dismissal
 Suspension
 Retrenchment or Lay off
Cont’d
Resignation:

2025
September 11,
 Resignation may be put in voluntary by the employees
on the ground of health, better opportunities elsewhere
or maladjustment with the company policy and officers
or for reasons of marriage.
Cont’d
Discharge:
 A discharge involves permanent separation of an

2025
September 11,
employee from the pay roll for violation of company
rules or for inadequate reasons.
 Proper procedure of discharge must be conducted and it
should not be an impulsive act.
 There has to be a written warning for the same along
with discharge letter at the time of discharge.
 Adequate provision should exist for review of
discharged employee’s case.
Cont’d
Dismissal:

2025
September 11,
 A dismissal is the termination of services of an
employee by the way of punishment for some
misconduct or for some unauthorised and prolonged
absence from duty.

Suspension:
 It may be awarded during inquiry is being conducted.
During suspension employee gets subsistence
allowance.
Cont’d
Retrenchment or Lay off:

2025
September 11,
 Permanent termination for economic reasons of the
organization.
 Notice in writing needs to be given some time a head of
separation time to the employee
 Chapter Ten
Sexual Harassment in the

2025
September 11,
Workplace
Chapter Outline

2025
September 11,
 Definition
of Sexual & General
Harassment
 Types of Harassment
 You& Your Organization’s
Responsibility
 The Organization’s Policy
 Whatto Do When Harassment
Occurs
What is Harassment ?

2025
September 11,
 Behavior which has the effect of humiliating,
intimidating, or coercing someone through personal
attack.

 Behavior that can cause the recipient to be

embarrassed, uncomfortable and cause emotional
distress.
Cont’d
 Harassment is unwelcome conduct which is taken
because of a protected personal characteristic and

2025
September 11,
which creates an abusive job environment.

There are three requirements:

 Unwelcome conduct
 Because of protected characteristic
 Hostile/Abusive environment
What is Sexual
harassment?
 Unwelcome

2025
September 11,
verbal, visual, or
physical conduct
of a sexual nature
that is severe or
pervasive and
affects working
conditions or
creates a hostile
work
environment.
 September 11,
2025
Cont’d
Breaking down the definition :
“Conduct”

2025
September 11,
 Conduct is NOT
sexual harassment if
it is welcome. For
this reason, it is
important to
communicate (either
verbally or in
writing) to the
harasser that the
conduct makes you
uncomfortable and
you want it to stop.
 “Of a Sexual Nature”
 Verbal/Written:

2025
September 11,
Comments about clothing,
personal behavior, or a
person’s body; sexual or
sex-based jokes;
requesting sexual favors
or repeatedly asking a
person out; sexual
innuendoes; telling
rumors about a person’s
personal or sexual life;
threatening a person,
sending emails or text
messages of a sexual
nature
Cont’d
 Physical: Assault; impeding or blocking
movement; inappropriate touching of a person

2025
September 11,
or a person’s clothing; kissing, hugging, patting,
stroking
 Nonverbal: Looking up and down a person’s
body; derogatory gestures or facial expressions
of a sexual nature; following a person
 Visual: Posters, drawings, pictures,
screensavers, emails or text of a sexual nature
Of a Non-Sexual Nature
 Non-sexual conduct may also be sexual harassment if

2025
September 11,
you are harassed because you are female, rather than
male, or because you are male, rather than female.
 For example, it may be sexual harassment if you are a
woman working as a carpenter on an all-male job, and
you are the only one whose tools are frequently hidden
by your male co-workers.
 “Severe or Pervasive”
 The conduct of the harasser must be either severe or
pervasive to be classified as sexual harassment.

2025
September 11,
 Although a single unwanted request for a date or one
sexually suggestive comment might offend you and/or be
inappropriate, it may not be sexual harassment. However,
a number of relatively minor separate incidents may add
up to sexual harassment if the incidents affect your work
environment.
Questions to ask yourself:
 How many times did the

2025
September 11,
incidents occur?
 Howlong has the
harassment been going
on?
 Howmany others have
been sexually harassed?
 Who were witnesses to
the harassment?
“Affects working conditions
or creates
 It may be sexual harassment if the conduct
a unreasonably
hostileinterferes
workwithenvironment”

2025
September 11,
your work performance or
creates an “intimidating, hostile, or offensive work
environment.”
 For example, it may be sexual harassment if repeated
sexual comments make you so uncomfortable at work
that your performance suffers or you decline
professional opportunities because it will put you in
contact with the harasser.
Types of Sexual Harassment
Two Major Types:

2025
September 11,
Quid Pro Quo
&
Hostile Environment
Quid Pro Quo
 When employment decisions or expectations are based
on an employee’s willingness to grant or deny sexual

2025
September 11,
favors or willingness to submit to unwelcome behavior.

 “This for that”

Cont’d
Examples of Quid Pro Quo:

2025
September 11,
 Demanding sexual favors in exchange for a promotion
or a raise
 Demanding participation by a subordinate in a religious
observance
 Changing job performance expectations after
subordinate refuses repeated requests for a date
 Disciplining or discharging an employee who ends a
romantic relationship
Hostile Environment
 Where verbal or nonverbal behavior in the workplace
focuses on the sexuality of another person or occurs

2025
September 11,
because of a person’s gender or other protected
characteristic.
 Where verbal or nonverbal behavior in the workplace is
unwanted or unwelcome.
 Where verbal or nonverbal behavior is severe or
pervasive enough to affect the person’s work
environment.
 Behaviors that can be unwelcome
and/or sexual in nature Visual
Physical Verbal
•Cartoons

2025
September 11,
Assault •Jokes, remarks, or •Written
questions
documents
•Propositions for sexual
Touching •Drawings
activity
•Pressure for dates •Computer
Hugging images
•Obscene language which
Kissing is gender specific or •Posters
sexual in nature •Objects
Pinching •Inappropriate comments •E-mails
about a person’s body
Leering etc
Behaviors that are NOT Sexual
Harassment
Welcomed and NOT sexual in
nature:

2025
September 11,
1. Voluntary lunch or dinner dates – asking a coworker to
have lunch or dinner
2. Appropriate compliments – telling a person that his or
her outfit is nice
3. Acts of courtesy – opening the door for someone
Unwelcomeness
In order to be “unwelcome”

2025
September 11,
the conduct must be both:
1. Actually offensive to the victim and
2. Not solicited or invited by the victim

 If the conduct is welcomed, then the conduct cannot be

considered when deciding if there was an abusive
environment.
Cont’d
Evidence that the victim
found the conduct

2025
September 11,
unwelcome includes:
[Link] victim told the
harasser to stop.
[Link] victim moved away
when the behavior
occurred or looked away
from the harasser when
the joke was told.
[Link] victim met the joke
with a prolonged stony
silence.
Cont’d
Evidence that the victim

2025
September 11,
found the conduct
welcome includes:
 The victim engaged in similar
banter with the harasser just prior
to the harassing statements.
 Thevictim initiated physical
contact with the alleged harasser
 Thevictim laughed after the
supposedly harassing joke and
remarked it was a “good one”.
Cont’d
The following do not mean

2025
September 11,
that the conduct was
welcomed:
 The victim did not complain
to others about it at work.
 Thevictim engaged in bawdy
conduct outside the
workplace on their own time.
 Thevictim was heard to use
curse words from time to
time.
Abusiveness
The requirement of an abusive

2025
September 11,
job environment is broken into
three parts:

1. Subjectively abusive
2. Objectively abusive
3. Part of the job environment
Cont’d
A job environment is subjectively abusive if
the Complainant actually believes it is

2025
September 11,
abusive.
Evidence that the Complainant has a subjective belief of
abusiveness includes:

 Complainant states that they felt the

environment was abusive. This could be
corroborated by Complainant seeking
professional counseling.
 Complainant complained to other people
about the environment (whether or not
“officially”).
 Witness report that Complainant was very
upset following incidents of harassment.
Cont’d
 A job environment is objectively abusive if a reasonable
person would find the environment abusive.

2025
September 11,
Factors in deciding whether the environment is
objectively abusive include:
 Frequency
 Severity
 Physically threatening or humiliating
 Unreasonably interferes with job performance
 Effect on psychological well-being
Cont’d
Frequency & Severity of the

2025
September 11,
harassment are the most
important factors.
They add together to make
how bad the environment is. If
it is bad enough it is “abusive”.

As the severity goes up, the

frequency needed goes down.
Is it Harassment?

2025
September 11,
When in doubt about the
appropriateness of particular
behavior consider the
following:

◦ Would I behave the same way if

my mother or child were
standing next to me?
 September 11,
2025
Cont’d
Is it Harassment?
When in doubt about the

2025
September 11,
appropriateness of particular
behavior consider the following:
 Would I want my behavior to
be the subject of a report on
the evening news?
 Would I want to describe my
behavior in court in front of a
judge or jury?
 September 11,
2025
Cont’d
What is the Employee’s
Responsibility?
Understand
 Know company policy and the

2025
September 11,
law
Adhere to policy and the law
Be careful
 Be Watchful
Pay attention to coworkers-
avoid inadvertent offense
Look for subtle forms of
harassment
Report any instances
Cont’d
 Be active
 Confront harassers directly, if you

2025
September 11,
are comfortable doing so
 If confrontation fails, file a grievance
 Document ALL instances- detail
Detail DETAIL!
 Be courteous
 Pleasantries are always allowed
 Remember, jokes that end with “If
they weren’t watermelons, what
were they?” aren’t funny to
everyone.
 Reference the Golden Rule
Cont’d
 Think!
Don’t tweak “brittle” people for

2025
September 11,
sport
Try to avoid loaded words; you’re
intelligent enough to express
displeasure without the “F” word
Ask yourself (or others): Am I
offending anyone?
 Be Professional
Keep your personal life personal,
and your work life professional
Treat other employees, above and
below you, with respect
Employee Responsibilities &
the

public
Employees who deal directly with customers, the

2025
September 11,
public or with personnel from other organizations,
must always ensure that their own behavior is
acceptable.
 They are also strongly encouraged to report incidents
of unwelcome behavior by others.
 You do not have to tolerate unwelcome behavior by
the public, but like everyone else, you must act
responsibly when dealing with unwelcome conduct.
Supervisors and
Employees
Supervisors: DO’SEmployees:

2025
September 11,
• Take the situation • Resolve at lowest
seriously possible level -
whenever possible
• Communicate
with employee • Report it to your
supervisor
• Act immediately
to stop behavior
• Contact Human
Resources for
• Maintain assistance
confidentiality • Document actions
• Remain neutral
Your Organization’s
Obligation

2025
September 11,
Your Organization has the
obligation to have a work place
that is free of discrimination
and harassment of any type

Having an anti-harassment
policy is a step in the right
direction
Anti-Harassment policy
 Statement prohibiting harassment

2025
September 11,
 Definition of harassment and examples of prohibited
behaviors
 Explanation of complaint procedures and designation of
persons to whom complaints should be made
 Assurance that a prompt, thorough and confidential
investigation will take place
Cont’d
 Assurance that if a violation of the policy is found, that

2025
September 11,
there will be prompt, corrective action by the employer.

 Assurance that there will be no retaliation for reporting

the harassment.
Employer Liability

2025
September 11,
 Theemployer is subject
to liability if the
harassment was
committed by a
supervisor with
immediate or
successively higher
authority over the
employee.
Affirmative Defense: Acts of
Supervisor
Employer must show that:

2025
September 11,
•Employer exercised
reasonable care to prevent
and promptly correct
harassing behavior.
•Employee unreasonably
failed to take advantage of
preventive or corrective
opportunities or to otherwise
avoid harm
Employer Liability for Acts of
Supervisors
Quid Pro Quo Hostile work

2025
September 11,
environment
• Employer is
always liable for • Can raise
acts of affirmative
supervisor defense to avoid
or limit liability
• Cannot raise
affirmative
defense to avoid
or limit liability
Employer Liability: Acts of Coworkers
or nonemployees
Coworkers: Nonemployees:

2025
September 11,
• If knew or should • Employer’s
have known of the control over
misconduct individual’s
• Unless can show misconduct is
they took considered
immediate and
appropriate
corrective
action(s)
BE RESPONSIBLE &
STOP

2025
September 11,
SEXUAL
STOP
HARASSMENT!!
THE END OF THE COURSE!!

2025
September 11,
THANK YOU!!

ANY QUESTION?