INTERVIEW

THEORIES RELATED TO THIS TOPIC

1. MASLOW

It was authored by Abraham Maslow in 1943. It refer to the need for security and protection. Safety is needed in today's world, so it can manifest themselves as job securities, saving accounts, health and well being.

Example of company that use this theory is :
US Hotelier by Chip Conley


2. DOMINO

The founder of this theory is Helbert William Heinrich at 1930. It was a theory prominent from the 1950's to 1980's that speculated if one country in a region came under the influence of communism, then the surrounding countries would follow in domino effect.

Example of company that use Domino Theory is Bird & Lotfus.

ENCOURAGING COMMITMENT

GETTING FEEDBACK FROM EMPLOYEES

An opinion, or attitude, survey attempts to research worker's feelings, perception, agreement or disagreement on certain issues. An opinion survey to be carried out using intranet facilities in an organization. Most common topics in opinion survey :

• their jobs
• their supervision they receive
• their understanding of the company's vision and mission
• their terms and conditions of service
• their physical work environment
• their existence of discrimination or harassment at the workplace
• the training and career development opportunities offered by the employer

CAREER MANAGEMENT

Career management is a joint responsibility shared between an employer and his employees. Employers derive benefits from career management system. By providing career development as part of their overall talent management strategy, organizations increase the chances that their workforce willing, ready and able to move into the holes that the organizations need them to play.

SUCCESSION PLANNING

A systematic technique for ensuring top management and other key positions can be filled quickly in the event of unexpected loss of a senior officer. It is a method of ensuring that the knowledge and skill embedded in the minds of the older and experienced employees is not lost when they retired. Two common concern are :

1. whether or not to tell an employee that he has been earmarked for possible promotion
2. relates to the type of development opportunities that will be offered to these "crown princess and princesses"

OTHER CAREER MANAGEMENT ISSUES

Opportunities offered to women to advance up the organizational hierarchy and the management of expatriate stuff. Employees, mostly managers and others with technical skills, may be required to work overseas for their employer. Managing the careers of expatriates is a specialized area of human resource management. It includes

• Question of selection: The employees’ value, beliefs and cultural background are the factors that affect the workers ability to adjust to a foreign culture. The expatriate is provided with appropriate training and support from his employer makes a difference as well as the relationship between the expatriate and home company.
• Issues of training: The employees may need language training and programs to help them understand the culture and work norm of the country they are assigned.
• Concerns relating to compensation: deciding on compensation packages, wages and benefits is far more complex for expatriate assignments.
• Problems of repatriation: When expatriate returns to Malaysia, a suitable job must be found for him and must be assisted to readjust. The organization may have changed radically. It is recommend that the expatriate should be advised of their next career move at least 6 months before their expiry of the oversea assignment. 

ORGANIZATIONAL CULTURE

Organizational culture is the combination of values, beliefs and behaviors which distinguish one company from another. Human resource managers are expected to be change agents. They need to be able to initiate major changes which can transform the culture of organization. 

COMMUNICATION WITH EMPLOYEES

It is important to have communication with the employees. Talented workers wants to know what happen in the organization and how they can contribute. All employees also want to know whether the organization are facing problems. Employees communication can be in form :

1. Townhall meetings
2. Departmental level meetings
3. Emails
4. Company handbooks                                                                                   

OTHER TECHNIQUES IN QUALITY MANAGEMENT

TOTAL QUALITY MANAGEMENT

• It is about doing things better and never satisfied with an existing process or procedure.
• It involves workers in the organization at all levels 
• Accept that the push for quality is a way of life and an ongoing process
• One of the popular tools is 5s, which are Seiri, Seiton, Seiso, Seiketsu and Shitsuki in Japan.

INTERNATIONAL STANDARDS ORGANIZATION (ISO) CERTIFICATION

ISO Standards require that all processes and procedures be properly documented.

ISSUES AFFECTING PRODUCTIVITY

Employees are most productive when they work in an orderly environment where the rights of workers are respected and a high standard of discipline is maintained. Presenteeism refers to workers who come to work when they are ill or injure which makes them unproductive and potentially a danger to other worker.

QUALITY CONTROL CIRCLES

Quality Control Circles have similar objective as suggestion schemes which to improve the productivity of the organization but the way their structure are different. Both Suggestion Schemes and Quality Control Circles require constant attention and ongoing enthusiasm from management if they are to survive. 

Origins of QCCs    

A quality control circle is a group of workers who meet regularly in order to identify, analyse and solve work-related problems. It is originated in Japan after World War 2, with American experts to rebuild its economy. The circle approach to improving productivity became so successful that it captured attention and interest of Western management experts in 1980s.   

Membership of a circle 

A circle should consist of 5 to 15 workers who work in the same departments or carrying out similar jobs. Most circles are formed by production workers or those directly involved with organization's services. Three factors are important in the composition of the circles:

• The group should not be too large as this will prevent effective participation by the members
• If have too few members, it may result in lack synergy
• The members must have common problems, so they can relate the ideas under discussion

Circle Meetings

It is important to meet regularly in order to sustain interest. Too few meetings will mean little is achieved and too many meetings will result in a form 'burn out'. An ideal compromise is to have a meeting one hour per week on average. Also, if space permits, an ideal situation is for each circle to have its own meeting space. 

Circle Activities 

     In the early stages, the groups should be encouraged to take on relatively simple projects such as those related to 'housekeeping' problems. It is to build up a sense of confidence in group members and to prove that they are capable for solving problems. Ideally, the group members should be encouraged to examine their work and suggest possible improvement. 

    QCCs and the Problem - Solving Process 

    The circles must be required to follow a logical problem-solving process.

1. Circle chooses a project.

2. Circle members collect data and analyse the problem.

3. Circle generates solutions, tests them and chooses best solution.

4. Oral presentation to management.

5. Project is implemented and evaluated.

Requirement for effective QCCs

Certain technique are required in order to improve productivity. The key requirements for successful QCCs are as follows :

Support Structure for QCCs

• Streering committee : It is a group of middle - level management and union representatives who are responsible for ensuring the ongoing success of the technique.
• Facilitators : Facilitators are people who help to make the circle's work easier.

Training

Providing training to all those in any way involved in the QCCs is an integral part of the scheme. Training modules include sessions on :

• Leadership and group dynamics
• Public speaking
• Problem solving process, including techniques such as :
• brainstroming
• visual presentation of data
• cause and effect analysis

Management Support

A symbols of management's support for the program is their attendance at circle presentations.

Publicity

It will help generate excitement and pride in the group. People get a lot of pleasure out of seeing their name in print whether it be in a house journal or in the mass media.

Rewards for Participation

It may be necessary to provide certain rewards for workers to encourage them to be active in the circles. The circle can help fulfill the worker’s need to belong and build friendship, and also workers can gain their pride through oral presentation.

Organizational Climate

The employees must believe that by helping the company the will be helping themselves in the long run. The climate in the organizations must be improved before the QCC system is implemented. 

SUGGESTION SCHEMES

Good ideas can improve the competitive position of the organization through increasing efficiency of production and higher quality products and services.  

Organisation of a suggestion scheme :

Step 1 : Workers writes down an ideas

Workers who have good ideas are required to put them in writing. This first stages raises three questions which must be decided by management as follows :

• What format should be used for the ideas ?
• Which workers are eligible to submit ideas ?
• What category of suggestion is acceptable ?

 Step 2 : Submitting the idea 

Once the idea has been put in writing, it must be submitted for evaluation. Again, a number of issues need clarification, especially:

•     What is the role of the supervisor at this stage?
•      How is the idea to be submitted?

The written suggestions can be placed in a special box, which should not be confused with the suggestion box that used commonly found in government departments. A better alternative to boxes is to require workers to email or hand their ideas directly to the officer-in-charge of the suggestion scheme.

Step 3 : Evaluating the idea 

Once the idea has been received and an acknowledged or receipt issued, it should be passed to an evaluation committee as soon as possible. Normally, someone from Human resource or Administration Departments will be officer-in-charge of the scheme. Including in the committee, a person from Finance Departments who will assist in costing the suggestions and evaluating their financial impact on the organization.

 Step 4 : Inform the worker and reward good ideas

When the evaluation committee has made decisions, the employee submitting the idea should be informed whether his idea is usable or not. Attractive rewards are an incentive to participate in a suggestion scheme. The phrasing of the rejection letter is important, employees should be encouraged to continue submitting suggestions. 

IMPROVING PRODUCTIVITY AND EMPLOYEE COMMITMENT

Nobody denies that the human resource department should take all possible steps to improve the productivity and commitment of the workforce.

Productivity is defined in the form a ratio : OUTPUT/INPUT = PRODUCTIVITY

                          

Human resource department in an organization influence the level of productivity achieved in many ways. There are a number of specific techniques designed to increase productivity through focusing on better utilization of the workforce. 

Today, organizations emphasize quality in all aspects of all processes. Competition from companies both national and international is now reality of the most business. 

Productivity techniques will only flourish in an organization which has a positive climate. The culture of the organization must encourage team-work, open communication, trust and good industrial relations. Human resources management experts can play a major role in developing culture of an organization.

IMPROVING THE HEALTH OF EMPLOYEES

1. Wellness Programmes

A wellness programme is a systematic attempt to encourage employees to live a healthy lifestyle. It is a healthy lifestyle. It is tremendous challenge to change employee habits which have developed over a lifetime.

An Employee Assistance Programme (EAP) may offer counseling services for personal problems as well as financial problems,stress and time management sessions, and medical advice, both physical and psychiatric.

What activities might be included in a wellness programme ?

• keep fit / exercise classes
• regular talks on relevant topics such as : 
• nutrition
• factors which contribute to heart diseases 
• stress management 
• regular medical check-ups
• stop smoking campaigns with support systems for participants 
• retirement planning sessions  

2. Stress Management

Employers need to be aware of causes at work and attempt to reduce employees's stress levels.

          

Causes high level of stress : 

• job insecurity and job strain 
• poor supervision 
•  subordinates unable to build a good relationships with supervisors and managers
• overload certain individuals with work
• only give preferences to their favourite staff
• unable to communicate appropriately with the workers
• excessively long working hours and shift work

 3. Reducing Drug and Alcohol Related Problems

An outline of the duties of employers and employees under the Occupational Safety and Health Act.

• Strategies for reducing drug and alcohol problems among the workforce. They should comprises:
• risk assessment 
• dissemination of a company policy on drug 
• information and education at the workplace
• training of supervisors 
• assistance to employees for rehabilitation

The Guidelines also discuss issues relating to  drug testing of employees undertaken by an employer. Any organization planning to conduct drug testing on employees will need to do the following.

1.      Establish a clear written policy 

2.     Decide on cut-off points for positives results which must be stated in the policy

3.     Ensure positive tests are re-confirmed by an expert party 

4.     Ensure careful chain of custody procedures are instituted and implemented at all the times 

5.     Ensure confidentiality of the test results 

6.     Decide what form an appeals process might take

VIOLENCE AT WORK

Employers are required to ensure the workplace is as safe as possible for all employees. A safe workplace is not only free from accidents, but it is also violence free. 

Violence includes not only physical harm or attempted physical harm, but also harassment and bullying. 

Categories of bullying : 

• Violence which originates in the workplace and occurs in the workplace, for example revenge by an employee against unfair treatment by a supervisor or a fight between two employees when one believes the other insulted him
• Violence which originates in the workplace but occurs outside the workplace
• Violence which originates outsides the workplace and occurs in the workplace as when an angry husband enters a workplace but occurs outside the workplace and tries to abuse his wife, an employee in that workplace or in the case of a robbery or terrorist attack.

The potential violent worker has a personality described as anxious, depressed, paranoid, resentful, unable to accept criticism and often a loner.

The best way to reduce the risk of violence at the workplace is by:

• conducting a risk assessment to identify where and when incidents of violence may occur 
• establishing strict rules prohibiting violence at the workplace 
• designing and disseminating a procedure to deal with incidents of violence in the workplace 
• providing training for all employees so that they will know what to do in such an event. 

Risk management is a multi-disciplinary activity, typically involving a task force of senior managers from a variety of departments, including human resources. 

Step to managing violence at work :

• find out if the organization has a problem
• decide what action to take
• take action 
• check what you have done