HRM-III

Dr.V.PRAMADHA SRINIVAS
 TALENT MANAGEMENT
Helping the organization reach its goals.
Employing the skills & abilities of the workforce
efficiently.
Providing the organization with well-trained and
well-motivated employees.
Increasing to the fullest the employees job
satisfaction and self-actualization.

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 TALENT MANAGEMENT
Developing & maintaining a quality of work life
that makes employment in the organization
desirable.
Communicating HRM policies to all employees.
Helping to maintain ethical policies and socially
responsible behavior.
Managing change to the mutual advantage of
individuals, groups, the enterprise, and the
public.

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 HR INFORMATION SYSTEM
Systems used to collect, record, store,
analyze and retrieve data concerning an
organizations human resources
Contains computer hardware and software
applications that work together to help
managers make HR decisions.

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 HR INFORMATION SYSTEM
Employees
Applicant tracking
Skills inventory
Payroll
Benefits administration

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 HRIS SECURITY AND
PRIVACY
Limit access to HRIS by controlling access
to the computer and its data files
Use passwords and special codes
Grant permission to access employees
information only on a need-to-know basis
Develop polices and guidelines
Allow employees to examine their personal
records

Dr.V.PRAMADHA SRINIVAS 8
CULTURAL DIVERSITY IN THE
WORKPLACE
 DEFINITION OF CULTURE
Culture refers to the cumulative deposit of
knowledge, experience, beliefs, values,
attitudes and religion by a group of people
generally without thinking about them.
 PHILOSOPHY
Consider cultural competence a priority.
Culture is dynamic, therefore cultural
competence must be an on-going process.
Cultural competence is the effective use of
social and interpersonal knowledge and skills
that demonstrates understanding and
appreciation of individual and group
differences and similarities.
 CULTURAL DIVERSITY IN
THE WORKPLACE
Cultural diversity in the workplace provides
strength. It also challenges individuals to
respond to their diverse work environment
effectively.
Valuing individual and group cultural
differences is critical to achieving the
organizational goals.
TEACHING TOLERANCE

Tolerance is defined as recognition

of and respect for the opinions,
practices or behavior of others.
 FORMING A TEAM
There are three important characteristics of
teams: size, diversity and interdependence.
Teams diverse in skill sets and knowledge levels,
as well as ethnicity and culture, perform better
than those with identical skills sets.
Diversity actually decreases team conflicts and
enhances creativity.
 FOUR STEPS TO
CULTURAL DIVERSITY
SUCCESS
 I. LEADERSHIP DRIVEN
Create and maintain culturally and
linguistically competent services by
supporting:
Multiculturalism embedded into all
organizational units.
Continued efforts to recruit, retain and
develop a culturally diverse workforce.
II. STAFF ORIENTED

Support cultural competency of

the staff.
 III. CLIENT ORIENTED

To support and promote the involvement

of clients, families and advocacy groups in
the planning and development of care.
IV. INFORMATION DRIVEN

To support monitoring and

dissemination of the level of cultural
awareness, knowledge and skills.
COMPENSATION
COMPENSATION DEFINED
The package of quantifiable rewards
an employee receives for his/her
labors.
Three components:
Base compensation
Pay incentives
Indirect compensation
 TRADITIONAL APPROACH TO
COMPENSATION
Objective of traditional approaches to
compensation is to achieve both internal & external
equity
Internal equity is accomplished through job
evaluation
Systematic process of assessing the value of each job in
relation to other jobs in the organization
Results in a hierarchy of jobs ranked in order of their
relative worth
External equity through market analysis
 THE IMPORTANCE OF COMPENSATION
Impacts an employers ability to attract and retain
employees.
Ensure optimal levels of employee performance in
meeting the organizations strategic objectives.
Compensations components
Direct compensation in the form of wages or salary
Base pay (hourly, weekly, and monthly)
Incentives (sales bonuses and or commissions)
Indirect compensation in the form of benefits
Legally required benefits (e.g., Social Security)
Optional (e.g., group health benefits)
THEORIES BEHIND COMPENSATION
Equity Theory
Comparing inputs and outputs of a similar co-
worker
Perceived inequity affects employee effort
Expectancy Theory
People are motivated by intrinsic and extrinsic
outcomes they desire.
People will only be motivated if outcome is
possible.
People will only be motivated if outcome is
contingent.
 EQUITY THEORY
People compare their outcome/input
ratio to that of others
Conclusions
Ratios are equal (equity exists)
Ratios are unequal (inequity exists)
 EQUITY THEORY
Internal equity
Comparison of my input / reward ratio with that of
similar others.
Employees may seek to address imbalance by changing
their inputs.
Fairness of pay differentials between different jobs in
the organization can be established by job ranking, job
classification, point systems and factor comparisons.
External equity
Fairness of organizational compensation levels relative to
similar jobs in other organizations.
 REINFORCEMENT AND EXPECTANCY
THEORIES
1.TheReinforcement theorypostulates that a
behavior which has a rewarding experience is likely
to be repeated. The implication for remuneration is
that high employeeperformance followed by a
monetary reward will make future employee
performance more likely.

2. Vrooms Expectancy Theoryfocuses on the link

between rewards and behavior.Motivation
according to this theory, is the product of valence,
instrumentality and expectancy.

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 AGENCY THEORY
The Agency theory focuses on the divergent
interests and goals of the organizations stake
holdersand the way that employee remuneration
can be used to align these interests and goals.

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 KEY STRATEGIC ISSUES IN
COMPENSATION
Determining compensation relative to the market.
Striking a balance between fixed and variable
compensation.
Deciding whether or not to utilize team-based
versus individual pay.
Creating the appropriate mix of financial and non-
financial compensation.
Developing a cost-effective compensation program
that results in high performance.
New thinking for the new millennium
Strategic approaches to may compensation (pay)
systems more responsive:
Pay the person for individual worth
(knowledge, skills and competencies) rather
than for the value of a job they perform.
Reward excellence through a pay for
performance compensation that establishes a
clear relationship between a significant
amount of pay and attainment of
organizational objectives.
Individualize the pay system to give
employees choices in how they are rewarded
and what reward they receive.
ALL THE BEST !!!