Difference between Employee Participation and Employee Involvement :
Employee participation stems from the puralistic view that everyone within an organisation has different interests and conflicts, which need to be managed. For example employees maybe interested in increasing their pay while managers and leaders will be interested in increasing the profits of the business, therefore conflict will occur. Many organisations involve trade unions when conflict arises. Employee participation means that staff have some say in decisions and trade unions protect the interests of employees when there is resistance from management. If employees are allowed to participate in decisions that affect them they are likely to be more productive and motivated. Many businesses allow their employees to be part of a Trade Union, and staff can approach the trade Union if they have any grievances against their employer.
Employee involvement stems from the unitarist view and is different from employee participation in that all members of an organisation whether they are managers or employees, have the same goals and interests, therefore they will work towards achieving a common set of goals almost like a football team. Employee involvement means staff have a say in matters involving their jobs, working conditions, working environment etc. If members of staff are able to feel involved in decisions that affect their working life they are unlikely to want to join a union therefore both the employee and employer benefits. Employee involvement is about management wanting to incourage individual employees to be committed to the business and its values.
Many organisations now involve employees in decision making in the following ways:
1) Sharing information - this is important because employees feel they are updated and involved with everything that is going on in the business. Information can be shared via social network sites, email and roadshows.
2) Individuals - many organisations encourage their employees to take part in surveys, which look at things such as what type of benefits they would like to receive, what they think of their line managers and leaders etc. This information is then used to improve working conditions, benefits etc so that the staff feel they have had a say in how the business is run.
3) Financial participation - Profit related pay means that if the organisation has performed well, then the employees are rewarded accordingly. This also includes share schemes for employees and this is benefical for both the employer and employee because they are both working to the same goal.
Social networking sites as a means of involving employees
Communication helps to build the psychological contract, in which employees feel valued by their employer, and the employer values employees contributions. Employees feel more involved if they have:
1) The opportunity to feed information onto management
2) They are well-informed of what is happening in the organisation
Many organisations use social networking sites to keep their employees updated as well as advertising job vacancies:
Some organisations use a company intranet and extranet to communicate with employees. This intranet can be used by staff to look for current job vacancies, search for up to date information on products, and day-to-day issues such as bad weather and problems people have had getting into work.
Bucks New University use facebook to communicate with the students to keep them updated. On facebook the students can ask questions about issues they may have and on the group page students can see what events are taking place. This is useful because facebook is a common social networking site and people are familar with how this works.
MySpace is another social networking site which is used by the likes of the Tesco's and others to communicate with employees. Tesco employees use this site to communicate with one another on such issues as to what sort of day they had at work.
Other social network sites such as Twitter and Bebo are used by Universities and other companies such as Deloitte. These sites are used to keep people informed of what events are happening and allows for employees to be involved.
Conclusion
It is important for employees to be involved as they perform better if they feel valued and are happy at work. Equally if the organisation listens to the needs of their employees they will have loyal staff and there will be less staff leaving the organisation. Communication is therefore vital for both employer and employee as it leads to good employee engagement and results.
Reference list:
Times Online [online]. Available from: http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/ [Accessed on 2nd of May 2010].
CIPD - employee communication [online]. Available from: http://www.cipd.co.uk/subjects/empreltns/comconslt/empcomm.htm [Accessed 2nd of May 2010].
(Myspace (2010) Tesco [online]. Available at: http://www.myspace.com/9944826 [Accessed on 2nd of May 2010].
Monday, May 3, 2010
Friday, April 30, 2010
Reward - Week 24
Rewards and recognition are powerful tools of motivation and performance improvement in employees. Rewards can be of two different kinds, monetary and non-monetary.
"Monetary" awards are known to bring about more motivation in employees than non monetary wards although recent studies differ in this view. Reward and recognition usually that direct costs associated to them, for example cash bonuses, discounts, shares or a variety of paid perks by the company which may include parking, car allowances etc., However, other rewards, “non monetary” may be less tangible but still effective. These intangible rewards may include informal or formal acknowledgement of an employee and his work, more job assignments, different training opportunities etc. The primary goal of rewards as defined by Jack Zigon is “something that increases the frequency of an employee action” (1998). Allen & Helms suggest that “reward systems should be closely aligned to organisational strategies, to achieve desired goals” (2002). Steven Keller (1983) suggests that “people are motivated to higher levels of job performance by positive recognition from their managers and peers”.
As some employees are motivated mainly by monetary rewards, they will try to improve their job performance to achieve these rewards. On the other hand some people view monetary rewards as vulgar and are discouraged by such offers. It is important to understand that not everyone can be motivated to increase work performance with financial perks. This group is more likely to be motivated by non-monetary perks like getting an extra day off, or having lunch with the head.
I work on a part time basis for the Arcadia Group. The organisation I work for rewards its employees in the following way:
• Salary
• Bonuses
• Paid Holidays
• Pension Plan
• Discount on all Arcadia Group merchandise
• Company cars
• Flexible reward scheme to suit an individual’s life style
• Interest Free season ticket for travelling
• Cash incentive if you recommend a friend to work for the organisation
The Arcadia Group has different rewards for different groups, for example senior managers and top executives are given allowances for company cars and this is good for the corporate image of the group. However, a part time junior sales representative such as myself is not given this benefit but is entitled to a staff discount on goods. Another example of this difference is a pension scheme which a permanent member of staff is entitled to whereas I do not have a permanent contract with the company, therefore, I am not entitled to this benefit. These rewards differ because I do not work permanently with the company however, in the examples given above, senior managers and permanent staff have probably been with the company for a long time therefore they deserve and expect these rewards as part of the reason why they have been with the company for so long. In my opinion there should be different rewards for different people dependant on the job they do and how long they have been with the organisation. As a relative new recruit I would not expect to receive the same benefits enjoyed by someone who has been with the company a long time. In this way fairness and equity are ensured.
John Stacey Adams (1963) theory of job motivation suggests “The actual sense of equity or fairness (or inequity or unfairness) is arrived at only after incorporating a comparison between our own input and output ratio with the input and output ratios that we see or believe to be experienced or enjoyed by others in similar situations”.
Inputs - Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc.
Equity
dependent on comparing own ratio of input/output with ratios of 'referent' others - People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others.
Outputs - Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc.
Do you think Chief Executives should still receive large bonuses even if the organisation they have led has underperformed?
Arguments For:
1. Chief Executives are the ones who take on all the stress and responsibility for the business, making decisions which can either be good ones or bad ones.
2. They are the ones who have the links to save the company if the situation got so bad that a take over had to happen.
3. Many chief executives have been with the company for a long time and have helped to build the company up. If the company underperforms they are the ones who can still turn the company around.
Arguments Against:
1. Why should they still receive large bonus when the company does not perform well and others in the organisation may lose their job or have to take a pay cut.
2. They have made the bad decisions that have led to under performance, therefore, they should not receive the bonuses.
3. In fact they should take a pay cut like other members of staff may have to and they should lead by example.
Financial & Non Financial Ways of Rewarding a teacher at a primary school
Financial
1. Salary
2. Longer Paid Holidays
3. Career progression (leading to higher financial reward)
Non Financial
1. Less stress teaching primary school children compared to high school children
2. Longer holidays
3. Having an impact on the lives of the children they teach
Conclusion
In conclusion rewards and recognition are very important because they motivate and improve performance of employees. Money is not the only motivator for people because things such as job satisfaction are also important.
Reference list:
Equality [online]. Available from: http://www.brainyquote.com/words/eq/equality161136.html [Accessed on 1st of May 2010].
Adams equity theory [online]. Available from: http://www.businessballs.com/adamsequitytheory.htm [Accessed on 1st May 2010].
Burton [online]. Available from: http://www.dorothyperkins.com/promostores/dp/recruitment_2003/site/ [Accessed on 1st May 2010].
ZPG [online]. Available from: http://www.zigonperf.com/aboutjz.html [Accessed on 1st May 2010].
Rewards and recognition [online]. Available from: http://edweb.sdsu.edu/people/arossett/pie/Interventions/incentivesrewards_2.htm [Accessed 2nd of May 2010].
"Monetary" awards are known to bring about more motivation in employees than non monetary wards although recent studies differ in this view. Reward and recognition usually that direct costs associated to them, for example cash bonuses, discounts, shares or a variety of paid perks by the company which may include parking, car allowances etc., However, other rewards, “non monetary” may be less tangible but still effective. These intangible rewards may include informal or formal acknowledgement of an employee and his work, more job assignments, different training opportunities etc. The primary goal of rewards as defined by Jack Zigon is “something that increases the frequency of an employee action” (1998). Allen & Helms suggest that “reward systems should be closely aligned to organisational strategies, to achieve desired goals” (2002). Steven Keller (1983) suggests that “people are motivated to higher levels of job performance by positive recognition from their managers and peers”.
As some employees are motivated mainly by monetary rewards, they will try to improve their job performance to achieve these rewards. On the other hand some people view monetary rewards as vulgar and are discouraged by such offers. It is important to understand that not everyone can be motivated to increase work performance with financial perks. This group is more likely to be motivated by non-monetary perks like getting an extra day off, or having lunch with the head.
I work on a part time basis for the Arcadia Group. The organisation I work for rewards its employees in the following way:
• Salary
• Bonuses
• Paid Holidays
• Pension Plan
• Discount on all Arcadia Group merchandise
• Company cars
• Flexible reward scheme to suit an individual’s life style
• Interest Free season ticket for travelling
• Cash incentive if you recommend a friend to work for the organisation
The Arcadia Group has different rewards for different groups, for example senior managers and top executives are given allowances for company cars and this is good for the corporate image of the group. However, a part time junior sales representative such as myself is not given this benefit but is entitled to a staff discount on goods. Another example of this difference is a pension scheme which a permanent member of staff is entitled to whereas I do not have a permanent contract with the company, therefore, I am not entitled to this benefit. These rewards differ because I do not work permanently with the company however, in the examples given above, senior managers and permanent staff have probably been with the company for a long time therefore they deserve and expect these rewards as part of the reason why they have been with the company for so long. In my opinion there should be different rewards for different people dependant on the job they do and how long they have been with the organisation. As a relative new recruit I would not expect to receive the same benefits enjoyed by someone who has been with the company a long time. In this way fairness and equity are ensured.
John Stacey Adams (1963) theory of job motivation suggests “The actual sense of equity or fairness (or inequity or unfairness) is arrived at only after incorporating a comparison between our own input and output ratio with the input and output ratios that we see or believe to be experienced or enjoyed by others in similar situations”.
Inputs - Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc.
Equity
dependent on comparing own ratio of input/output with ratios of 'referent' others - People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others.
Outputs - Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc.
Do you think Chief Executives should still receive large bonuses even if the organisation they have led has underperformed?
Arguments For:
1. Chief Executives are the ones who take on all the stress and responsibility for the business, making decisions which can either be good ones or bad ones.
2. They are the ones who have the links to save the company if the situation got so bad that a take over had to happen.
3. Many chief executives have been with the company for a long time and have helped to build the company up. If the company underperforms they are the ones who can still turn the company around.
Arguments Against:
1. Why should they still receive large bonus when the company does not perform well and others in the organisation may lose their job or have to take a pay cut.
2. They have made the bad decisions that have led to under performance, therefore, they should not receive the bonuses.
3. In fact they should take a pay cut like other members of staff may have to and they should lead by example.
Financial & Non Financial Ways of Rewarding a teacher at a primary school
Financial
1. Salary
2. Longer Paid Holidays
3. Career progression (leading to higher financial reward)
Non Financial
1. Less stress teaching primary school children compared to high school children
2. Longer holidays
3. Having an impact on the lives of the children they teach
Conclusion
In conclusion rewards and recognition are very important because they motivate and improve performance of employees. Money is not the only motivator for people because things such as job satisfaction are also important.
Reference list:
Equality [online]. Available from: http://www.brainyquote.com/words/eq/equality161136.html [Accessed on 1st of May 2010].
Adams equity theory [online]. Available from: http://www.businessballs.com/adamsequitytheory.htm [Accessed on 1st May 2010].
Burton [online]. Available from: http://www.dorothyperkins.com/promostores/dp/recruitment_2003/site/ [Accessed on 1st May 2010].
ZPG [online]. Available from: http://www.zigonperf.com/aboutjz.html [Accessed on 1st May 2010].
Rewards and recognition [online]. Available from: http://edweb.sdsu.edu/people/arossett/pie/Interventions/incentivesrewards_2.htm [Accessed 2nd of May 2010].
Thursday, April 29, 2010
Training and Development - Week 22 & 23
Induction Programme For Graduates
The purpose of induction is to make sure staff are integrated into an organisation so that both parties benefit. The induction programme allows graduates to make contacts who may assist them later and provides a good platform to start their career.
An induction programme for new graduate entrants for a retail chain could include the following:
Day 1 - Welcome the graduates followed by:
1) Orientation (physical) - describes where facilities are. Graduates are advised of their job role and the department/office they will based in.
2) Health and safety - this is a legal requirement and covers things such as what to do in the event of a fire and the procedures to be followed.
3) Orientation (organisational) - shows how the graduate fits into the team and how their role fits in with the organisations strategy and goals.
Day 2 - Includes:
4) Details of the organisations history, its products, services, culture and values - This ensures the graduate receives information about the organisation.
5) A clear outline of the job requirements are explained.
6) Guest speakers - to include senior managers from across the business who will welcome the graduates and tell them about the direction the company is going in.
Remainder of the week:
7) The graduates will be introduced to retail stores including meeting people in different roles to gain insight into how the retail operation works.
Induction week closes with a motivational speaker:
The induction programme will be held at a regional management training centre.
The effectiveness of the programme
To see how effective the induction week is candidates can initially be given questionnaires to complete which then can be assessed. Long term effectivness can be measured by the number of graduates who stay with the company.
The purpose of the induction is to give positive image of the business as these graduates will be store managers at the end of their 2 year training programme. Most graduates are assigned a mentor who is often a senior manager or director. The mentor's role is to give valuable on going advice on the graduates career goals and how best to achieve them.
Reference List:
Your M&S [online]. Available from: http://corporate.marksandspencer.com/mscareers/opportunities/graduates [Accessed 29th of April 2010].
Graduate Training and Induction Programme [online]. Available from: http://www.exxonmobil.com/Australia-English/HR/About/AU_HR_induction.asp [Accessed 29th of April 2010].
FSA [online]. Available from: http://www.fsagraduates.com/GraduateProgrammes.aspx [Accessed 29th of April 2010].
Tesco [online]. Available from: http://www.tesco-graduates.com/home/programmes [Accessed 29th of April 2010].
The purpose of induction is to make sure staff are integrated into an organisation so that both parties benefit. The induction programme allows graduates to make contacts who may assist them later and provides a good platform to start their career.
An induction programme for new graduate entrants for a retail chain could include the following:
Day 1 - Welcome the graduates followed by:
1) Orientation (physical) - describes where facilities are. Graduates are advised of their job role and the department/office they will based in.
2) Health and safety - this is a legal requirement and covers things such as what to do in the event of a fire and the procedures to be followed.
3) Orientation (organisational) - shows how the graduate fits into the team and how their role fits in with the organisations strategy and goals.
Day 2 - Includes:
4) Details of the organisations history, its products, services, culture and values - This ensures the graduate receives information about the organisation.
5) A clear outline of the job requirements are explained.
6) Guest speakers - to include senior managers from across the business who will welcome the graduates and tell them about the direction the company is going in.
Remainder of the week:
7) The graduates will be introduced to retail stores including meeting people in different roles to gain insight into how the retail operation works.
Induction week closes with a motivational speaker:
The induction programme will be held at a regional management training centre.
The effectiveness of the programme
To see how effective the induction week is candidates can initially be given questionnaires to complete which then can be assessed. Long term effectivness can be measured by the number of graduates who stay with the company.
The purpose of the induction is to give positive image of the business as these graduates will be store managers at the end of their 2 year training programme. Most graduates are assigned a mentor who is often a senior manager or director. The mentor's role is to give valuable on going advice on the graduates career goals and how best to achieve them.
Reference List:
Your M&S [online]. Available from: http://corporate.marksandspencer.com/mscareers/opportunities/graduates [Accessed 29th of April 2010].
Graduate Training and Induction Programme [online]. Available from: http://www.exxonmobil.com/Australia-English/HR/About/AU_HR_induction.asp [Accessed 29th of April 2010].
FSA [online]. Available from: http://www.fsagraduates.com/GraduateProgrammes.aspx [Accessed 29th of April 2010].
Tesco [online]. Available from: http://www.tesco-graduates.com/home/programmes [Accessed 29th of April 2010].
Tuesday, April 27, 2010
Performance Management - Week 21
Work Appraisal
A recent appraisal I had at work involved a 1-2-1 discussion with my line manager. Managing Performance involves setting targets and appraisals are used to measure whether or not a member of staff has met those targets. Businesses measure performance in different ways. I am measured on the number of sales I achieve and the number of complaints or compliments I receive in respect of customer satisfaction. In this interview I was given the opportunity to go through the number of sales I had achieved and my line manager gave me feedback on the number of compliments I had received. This information was motivating for me because my line manager informed me that I would get a bonus as I had reached all my targets.
Edwin A. Locke (1960) Goal Setting Theory suggests that if an individual sets goals he/she wil be motivated to reach those goals by virtue of having set them. However several elements must exist for the goal setting effect to take place. Goals need to be clear, challenging and attainable, and there must be some method of receiving feedback. Locke suggested that the goal itself is not the motivator but the perceived difference between what was actually attained and what had been planned for is.
Appraisals are good for both the employee/employer because it is a time for both parties to express their views on matters such as personal development, review of individuals performance, recoginition and reward. At appraisals the employer also has the chance to point out any issues like conduct, sickness records, time keeping, behaviour etc.
The Times article on Mentoring
Having read this article on mentoring I think the skills needed to be an effective mentor are:
1) Successful - Successful people are good mentors because they are organised, focused and dedicated to acheiving their own goals and objectives. They are positive role models for people they mentor.
2) Listening - Mentors need to be good at listening because they need to be sympathetic and sensitive, encouraging solutions out of the person they mentor instead of telling them what to do.
3) Experience - Mentors need to have experience because their experiences can help you with problems you may come across.
4) Different background - Mentors from a different background to your own can be good because their experiences and insights can help you manage your own success.
Mentor in my own life
The person I aspire to be like is my older sister. My sister has been a positive role model for me. This is because she is 6 years older than me, but has achieved success by doing well and getting her degree. Since graduating she has found a very good job and works for the metropolitan police as a trainer. My sister's success has motivated me into studying for my degree, stay focused and to either find a good job or to start my own business after graduation. My sister has had a huge impact on my life.
Reference list:
Times Online [online]. Available from: http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed 27th April 2010].
Locke's Goal Setting Theory [online]. Available from: http://www.ehow.com/about_5370945_lockes-goal-setting-theory.html [Accessed 27th April 2010].
Goal-Setting Theory [online]. Available from: http://en.wikipedia.org/wiki/Goal-setting_theory [Accessed on 27th April 2010].
A recent appraisal I had at work involved a 1-2-1 discussion with my line manager. Managing Performance involves setting targets and appraisals are used to measure whether or not a member of staff has met those targets. Businesses measure performance in different ways. I am measured on the number of sales I achieve and the number of complaints or compliments I receive in respect of customer satisfaction. In this interview I was given the opportunity to go through the number of sales I had achieved and my line manager gave me feedback on the number of compliments I had received. This information was motivating for me because my line manager informed me that I would get a bonus as I had reached all my targets.
Edwin A. Locke (1960) Goal Setting Theory suggests that if an individual sets goals he/she wil be motivated to reach those goals by virtue of having set them. However several elements must exist for the goal setting effect to take place. Goals need to be clear, challenging and attainable, and there must be some method of receiving feedback. Locke suggested that the goal itself is not the motivator but the perceived difference between what was actually attained and what had been planned for is.
Appraisals are good for both the employee/employer because it is a time for both parties to express their views on matters such as personal development, review of individuals performance, recoginition and reward. At appraisals the employer also has the chance to point out any issues like conduct, sickness records, time keeping, behaviour etc.
The Times article on Mentoring
Having read this article on mentoring I think the skills needed to be an effective mentor are:
1) Successful - Successful people are good mentors because they are organised, focused and dedicated to acheiving their own goals and objectives. They are positive role models for people they mentor.
2) Listening - Mentors need to be good at listening because they need to be sympathetic and sensitive, encouraging solutions out of the person they mentor instead of telling them what to do.
3) Experience - Mentors need to have experience because their experiences can help you with problems you may come across.
4) Different background - Mentors from a different background to your own can be good because their experiences and insights can help you manage your own success.
Mentor in my own life
The person I aspire to be like is my older sister. My sister has been a positive role model for me. This is because she is 6 years older than me, but has achieved success by doing well and getting her degree. Since graduating she has found a very good job and works for the metropolitan police as a trainer. My sister's success has motivated me into studying for my degree, stay focused and to either find a good job or to start my own business after graduation. My sister has had a huge impact on my life.
Reference list:
Times Online [online]. Available from: http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed 27th April 2010].
Locke's Goal Setting Theory [online]. Available from: http://www.ehow.com/about_5370945_lockes-goal-setting-theory.html [Accessed 27th April 2010].
Goal-Setting Theory [online]. Available from: http://en.wikipedia.org/wiki/Goal-setting_theory [Accessed on 27th April 2010].
Monday, April 26, 2010
Equal Opportunities & Diversity - Week 20
Difference between Equality and Diversity
Equality is the revised name for "Equal Opportunities". Equality protects people from being discrimanted against on the grounds of their sex, race, disability, sexual orientation, religion, belief, or age. Equality is about creating a fair society. Employers have a legal obligation to treat all employees fairly and to comply with anti-discrimination legislation.
Diversity on the other hand, is about recognising individual or group differences. Diversity is about valuing each employee based on their capablity and talents. We live in a multi cultural society therefore a diverse workforce is good for any business.
Review of Margaret Mountford's article
Equality is the revised name for "Equal Opportunities". Equality protects people from being discrimanted against on the grounds of their sex, race, disability, sexual orientation, religion, belief, or age. Equality is about creating a fair society. Employers have a legal obligation to treat all employees fairly and to comply with anti-discrimination legislation.
Diversity on the other hand, is about recognising individual or group differences. Diversity is about valuing each employee based on their capablity and talents. We live in a multi cultural society therefore a diverse workforce is good for any business.
Review of Margaret Mountford's article
Having read Margaret Mountford's opinions on women in senior positions I agree with the following comments she suggested:
1) "Women should not be in high positions unless they really want to and have earned it" - Most individuals would like to be promoted on their own merits because they feel proud to achieve their success through hard work.
2) "If you think you only get on board because 50% of people have to be women, what self-respect can you have?" - If women are given senior positions just to make up numbers they will feel less valued in their position and may have low self esteem knowing they are in a position which they have not earned.
3) "You can't complain that you are not on the board if you decide to leave the main stream have a few years off then come back and not work the hours". - senior positions require a high amount of commitment so women should not demand flexibility during child bearing years.
Having read Margaret Mountford's opinions on women in senior positions I disagree with the following comments she suggested:
1) "Women should stick at it, hang on in there. In the professions, certainly women can get to the top but they don't always want to" - As most women are responsible for child rearing/family commitments with men being the main bread winners they do not always have the same opportunities as they are too busy looking after the family to worry about their careers.
2) Margaret Mountford is disdaindul of women demanding to work more flexibly during child bearing years "They want companies to bend over backwards" - it is unfair to say that women should not have help from their companies during child bearing years in terms of flexibility because even the most committed and hardworking female may want children.
3)"If they are talented enough people will want them but why should companies be forced to have them?" - It is good for any organisation to have a good mix of male/female employees otherwise they are not complying with the law.
The Age Legislation Act 2006
The Age Legislation Act was introduced in 2006, as an employer you are not allowed to target people of certain age groups for jobs you advertise for and you can not refuse to employ someone on the basis of their age. Businesses must therefore be careful when advertising for a vacancy by making sure they do not directly or indirectly state an age preference. We tend to hold stereotypes about young and old people. The stereotype of young people are that they are unreliable and do not take their job seriously. The stereotype views of older people are that they are slow in their work and not efficient as young people even though they might be more experienced.
Benchmark practice in relation to Equal Opportunities
Sainsbury's carried out an extensive recruitment drive in 2005 before the age legislation became law, by making 10,000 full time jobs available for the over 50's. This was a good idea as the older generation were given opportunities to fill these jobs and bring their experiences to Sainsbury's. This also promoted equal opportunity and diversity.
B&Q 2008 launched a campaign to attract more women to its stores. B&Q attempted to "feminise" their stores to appeal to women. B&Q now have a 50/50 gender employment split in their business.
Conclusion
In conclusion Equality and Diversity is important for any business. An employer has a duty to treat all staff fairly without discrimination and diversity in the workplace is good because each individual can bring talent to a business. Legislation is in place to make sure that employers do not discriminate anyone.
Reference list:
Equality and Diversity [online]. Available from: http://www.ed.ac.uk/schools-departments/equality-diversity/about/equality-diveristy [Accessed 25 April 2010].
Margaret Mountford [online]. Available from: http://business.timesonline.co.uk/tol/business/career_and_jobs/articles 6830916.ece [Accessed 25th April 2010].
Sainsbury's [online]. Available from: http://www.personneltoday.com/articles/2005/05/18/29965/sainsburys-seeks-to-recruit-10000-50-somethings.html [Accessed 26th April 2010].
B&Q (2008) [online]. Available from: http://www.personneltoday.com/articles/2008/03/11/44853/b.html [Accessed on 26th April 2010].
Saturday, April 24, 2010
Selection - Week 17 & 18
Different Selection Methods Used in Recruitment:
The main aim of the selection process is to choose the best person for the job. Employers use different selection methods to recruit new employees:
• Personality Tests also known as psychometric testing
• Interviews
• Assessment Centres
• Telephone Screening
• Graphology
• Role plays
• Work Simulations – realistic job preview
• References
• Short listing from information on CV’s and application forms
Personality Tests
These tests are normally carried out at Assessment Centres and used to measure the personality characteristics of applicants that are related to future job performance. They are carried out in the early stages of the selection process. Personality tests measure one or more of five personality dimensions: Extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. Hook & Krauss (1971) administered 3 tests to sergeant candidates: the Minnesota Multiphasic Personality Inventory, The Allport-Vemon-Lindzey Study of Values, and the Gough Adjective Check List. However, these tests did not differentiate candidates rated as good sergeant material from those rated as poorer candidates. The researcher’s conclusion was that the groups may have been so similar that these tests were not sensitive enough to differentiate them. In addition, litigation has suggested that some items for these types of tests may be too intrusive.Soroka v. Dayton Hudson, (1991).
The advantages of personality tests:
1) Can result in low turnover if applicants are chosen for traits that correlate highly with employees who have been with the organisation for a long time.
2) Can reveal more information about the abilities and interests of the applicant.
3) Can identify interpersonal traits that may be required for certain jobs.
The Disadvantages of personality tests:
1) Applicant’s training & experience may have a greater impact on job performance than the applicant’s personality.
2) There would be lack of diversity amongst the applicants if they were all selected because of the same personality traits.
3) As there is not a correct answer to personality tests, the scoring procedure could be questioned.
Interviews
The interview selection procedure is designed to predict future job performance and is based on the applicant’s verbal response to verbal enquiries. Interviews are generally carried out the final stage of the selection process, after a candidate has been through various tests at an assessment centre. There are different types of interviews used in recruitment:
• Unstructured – when different questions are asked of different applicants.
• Situational interview – applicants are interviewed about what action they would take in various job related situations and then scored using a scoring guide constructed by job experts.
• Behaviour Description Interviews – applicants are asked what actions they have taken in previous job situations that are similar to situations they may come across in the new job. The interview is then scored using a scoring guide constructed by job experts.
• Comprehensive Structured Interviews – applicants are asked questions relating to how they would handle job situations, job knowledge, and how the applicant would perform in various job situations.
• Structured Behavioural Interviews – this involves asking all applicants standardised questions about how they handled previous job situations that were similar to what they may come across in their new job. The applicant’s responses are then scored using behaviour rating scales.
• Oral Interview Boards – this involves the applicant giving verbal responses to job related questions asked by a panel of interviewers. The members of the panel then each rate the applicant on dimensions such as work history, motivation, creative thinking and presentation.
The advantages of interviews are:
1) Interviewer can obtain additional information.
2) Determines if the applicant has the communication or social skills which may be necessary for the job.
3) Allows the applicant to ask questions that may reveal additional information useful for making a selection decision.
The disadvantages of interviews are:
1) Not as reliable as tests.
2) Interviewer can form stereotypes of the characteristics needed.
3) Applicants can be discriminated against because of their ethnic background.
Role Plays
Role playing is an assessment centre exercise where the applicant takes on the role of the job being applied for and has to deal with another person in a job related situation. A trained role player is used and he/she responds “in character” to the actions of the applicant. The applicant’s performance is then observed by the interviewers and rated. Role plays are usually carried out in the early stages of the selection process. Two of the most common exercises used in role plays are:
• In – Basket - The applicant is given time to review material and initiate in writing whatever action they believe to be most appropriate in relation to each in-basket item. At the end of the exercise the in-basket material and any notes, letters, correspondence written by the applicant is collected and then reviewed by one or more assessors. The in-basket exercise may be thought of as an approach which assesses an applicant’s “practical thinking” ability (Scribner, 1986:1984), as it involves the applicant solving job relevant tasks.
• Group exercises - Candidates are given a topic or a role-play exercise and are invited to discuss the topic or role-play in a group. During the discussion/role play, observers who are looking for specific attributes award marks to each candidate.
The Advantages of role plays:
1) Provides opportunity for applicant to assume the job role and the applicant can display skills they possess.
2) Helps to identify applicants with qualities such as leadership skills.
3) Helps to show communication and social skills.
The Disadvantages of role plays:
1) This technique is not appropriate for larger groups.
2) Some applicants may be too self-conscious and therefore can be disadvantaged as they may not be able to show their true potential.
3) Four or more applicants needed to make this a worthwhile exercise and enough people to mark the applicants properly.
Interview I have taken part in
This interview was job related when I applied to work part time for Burtons. The interview was effective because it was a two way process during which I was able to ask questions as well as give answers to questions that the interviewer asked me. The interview was face to face and I did not feel under stress because there was no personality test involved and no role plays which can put extra pressure on a person.
Interview involving family member
I interviewed my mum to see if she felt personality tests that are used in selection have advantages. My mum did not think these tests would show a person's true ability because the response to answers in these tests can be what can be what the interviewer wants to hear, instead of what is actually the person's real ability. She felt these tests can put pressure on people.
Organisation I am familar with
I work for the Arcadia Group (Burtons) who undertake selection through the following:
1) Online application form
2) Culture Questionnaire
3) Ability Test
4) Telephone Interview
5) Assessment Centre (one day)
This selection process is similiar to many other companies way of selecting new staff. There is no more that could be done to improve this selection process. Although some people may find some of these tests stressful, they will give a fairly good indication of someone's ability.
Conclusion
In conclusion companies use different methods and ways to recruit staff. This has changed over the years, but most companies work on a similar basis and this is the way forward for most people looking for a job today.
Reference list:
Interviews and Beyond [online]. Available from: http://www.graduatecareers.com.au/content/view/full/125 [Accessed on 25 April 2010].
Selection Methods [online]. Available from: http://www.grb.uk.com/selection-methods.0.html [Accessed on 25 April 2010].
Recruitment and Selection [online]. Available from: http://www.hr.unimelb.edu.au/advicesupport/recruitment/shortlisting [Accessed on 25 April 2010].
Personnel Selection [online]. Available from: http://www.hr-guide.com/data/G318.htm [Accessed on 25 April 2010].
Interview [online]. Available from: http://www.hrmguide.co.uk/hrm/chap8/ch8-links4.htm [Accessed on 25 April 2010].
The main aim of the selection process is to choose the best person for the job. Employers use different selection methods to recruit new employees:
• Personality Tests also known as psychometric testing
• Interviews
• Assessment Centres
• Telephone Screening
• Graphology
• Role plays
• Work Simulations – realistic job preview
• References
• Short listing from information on CV’s and application forms
Personality Tests
These tests are normally carried out at Assessment Centres and used to measure the personality characteristics of applicants that are related to future job performance. They are carried out in the early stages of the selection process. Personality tests measure one or more of five personality dimensions: Extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. Hook & Krauss (1971) administered 3 tests to sergeant candidates: the Minnesota Multiphasic Personality Inventory, The Allport-Vemon-Lindzey Study of Values, and the Gough Adjective Check List. However, these tests did not differentiate candidates rated as good sergeant material from those rated as poorer candidates. The researcher’s conclusion was that the groups may have been so similar that these tests were not sensitive enough to differentiate them. In addition, litigation has suggested that some items for these types of tests may be too intrusive.Soroka v. Dayton Hudson, (1991).
The advantages of personality tests:
1) Can result in low turnover if applicants are chosen for traits that correlate highly with employees who have been with the organisation for a long time.
2) Can reveal more information about the abilities and interests of the applicant.
3) Can identify interpersonal traits that may be required for certain jobs.
The Disadvantages of personality tests:
1) Applicant’s training & experience may have a greater impact on job performance than the applicant’s personality.
2) There would be lack of diversity amongst the applicants if they were all selected because of the same personality traits.
3) As there is not a correct answer to personality tests, the scoring procedure could be questioned.
Interviews
The interview selection procedure is designed to predict future job performance and is based on the applicant’s verbal response to verbal enquiries. Interviews are generally carried out the final stage of the selection process, after a candidate has been through various tests at an assessment centre. There are different types of interviews used in recruitment:
• Unstructured – when different questions are asked of different applicants.
• Situational interview – applicants are interviewed about what action they would take in various job related situations and then scored using a scoring guide constructed by job experts.
• Behaviour Description Interviews – applicants are asked what actions they have taken in previous job situations that are similar to situations they may come across in the new job. The interview is then scored using a scoring guide constructed by job experts.
• Comprehensive Structured Interviews – applicants are asked questions relating to how they would handle job situations, job knowledge, and how the applicant would perform in various job situations.
• Structured Behavioural Interviews – this involves asking all applicants standardised questions about how they handled previous job situations that were similar to what they may come across in their new job. The applicant’s responses are then scored using behaviour rating scales.
• Oral Interview Boards – this involves the applicant giving verbal responses to job related questions asked by a panel of interviewers. The members of the panel then each rate the applicant on dimensions such as work history, motivation, creative thinking and presentation.
The advantages of interviews are:
1) Interviewer can obtain additional information.
2) Determines if the applicant has the communication or social skills which may be necessary for the job.
3) Allows the applicant to ask questions that may reveal additional information useful for making a selection decision.
The disadvantages of interviews are:
1) Not as reliable as tests.
2) Interviewer can form stereotypes of the characteristics needed.
3) Applicants can be discriminated against because of their ethnic background.
Role Plays
Role playing is an assessment centre exercise where the applicant takes on the role of the job being applied for and has to deal with another person in a job related situation. A trained role player is used and he/she responds “in character” to the actions of the applicant. The applicant’s performance is then observed by the interviewers and rated. Role plays are usually carried out in the early stages of the selection process. Two of the most common exercises used in role plays are:
• In – Basket - The applicant is given time to review material and initiate in writing whatever action they believe to be most appropriate in relation to each in-basket item. At the end of the exercise the in-basket material and any notes, letters, correspondence written by the applicant is collected and then reviewed by one or more assessors. The in-basket exercise may be thought of as an approach which assesses an applicant’s “practical thinking” ability (Scribner, 1986:1984), as it involves the applicant solving job relevant tasks.
• Group exercises - Candidates are given a topic or a role-play exercise and are invited to discuss the topic or role-play in a group. During the discussion/role play, observers who are looking for specific attributes award marks to each candidate.
The Advantages of role plays:
1) Provides opportunity for applicant to assume the job role and the applicant can display skills they possess.
2) Helps to identify applicants with qualities such as leadership skills.
3) Helps to show communication and social skills.
The Disadvantages of role plays:
1) This technique is not appropriate for larger groups.
2) Some applicants may be too self-conscious and therefore can be disadvantaged as they may not be able to show their true potential.
3) Four or more applicants needed to make this a worthwhile exercise and enough people to mark the applicants properly.
Interview I have taken part in
This interview was job related when I applied to work part time for Burtons. The interview was effective because it was a two way process during which I was able to ask questions as well as give answers to questions that the interviewer asked me. The interview was face to face and I did not feel under stress because there was no personality test involved and no role plays which can put extra pressure on a person.
Interview involving family member
I interviewed my mum to see if she felt personality tests that are used in selection have advantages. My mum did not think these tests would show a person's true ability because the response to answers in these tests can be what can be what the interviewer wants to hear, instead of what is actually the person's real ability. She felt these tests can put pressure on people.
Organisation I am familar with
I work for the Arcadia Group (Burtons) who undertake selection through the following:
1) Online application form
2) Culture Questionnaire
3) Ability Test
4) Telephone Interview
5) Assessment Centre (one day)
This selection process is similiar to many other companies way of selecting new staff. There is no more that could be done to improve this selection process. Although some people may find some of these tests stressful, they will give a fairly good indication of someone's ability.
Conclusion
In conclusion companies use different methods and ways to recruit staff. This has changed over the years, but most companies work on a similar basis and this is the way forward for most people looking for a job today.
Reference list:
Interviews and Beyond [online]. Available from: http://www.graduatecareers.com.au/content/view/full/125 [Accessed on 25 April 2010].
Selection Methods [online]. Available from: http://www.grb.uk.com/selection-methods.0.html [Accessed on 25 April 2010].
Recruitment and Selection [online]. Available from: http://www.hr.unimelb.edu.au/advicesupport/recruitment/shortlisting [Accessed on 25 April 2010].
Personnel Selection [online]. Available from: http://www.hr-guide.com/data/G318.htm [Accessed on 25 April 2010].
Interview [online]. Available from: http://www.hrmguide.co.uk/hrm/chap8/ch8-links4.htm [Accessed on 25 April 2010].
Wednesday, April 21, 2010
Recruitment - Week 16
Review of online recruitment site
I reviewed the www.monster.co.uk recruitment site and found this to be easy to access. The layout and colours used were kind to the eyes and you did not feel put off from searching for information from this site. The site allowed you to build your C.V online which could then be uploaded with a covering letter. I was also able to search for jobs and able to refine the search to narrow this down to areas and postcodes. The career tools function allows you to see a snapshot of the career you are interested in, this career can then be benchmarked against other companies and advice can also be found to develop your career further. The advice function on this site lets you take part in a virtual job interview which is very useful. This function gives you five top tips on building your C.V, five top tips on interview techniques and five top salary tips which would help to negotiate a pay package. In comparison to another site (www.prospects.ac.uk) this was far better to look at and easy for practically anyone to use.
Advantages of Online Recruitment
1) Cost Effective - It is cheaper to put a job advert on own website which costs nothing compared to advertising in a newspaper or paying a recruitment agency fees.
2) Online recruitment is quick - For example a job advert can be placed on the website in the morning and applications can follow in the afternoon and candidate can be interviewed by the end of the day.
3) Online recruitment gives you a wider audience - Online recruitment is not only for young people and is now the norm for most people who are job hunting no matter what their age.
4) Online recruitment is easy - Putting a job on own site is not difficult and you do not need to have much knowledge of IT.
5) Online recruitment gives a better chance of success - A job advert on a website is there 24 hours a day or for as long as you like, unlike placing an advert in the papers which will only be seen on the date of publication.
Disadvantages of Online Recruitment
1) Too many candidates - As the internet is available around the world it would be hard to limit the number of applicants therefore time could be wasted looking through applications.
2) Specialised jobs - If a job requires special skills an employer may not be able to reach qualified candidates through the internet. This may require the use of head hunters.
3) Additional expense - May be incurred if the number of applicants is too much for one person to deal with.
4) Less face to face contact - Because of distance involved interviews maybe carried out on the phone instead of in person. The employer may not be able to a good idea of the candidates attituded or personality without face to face interaction.
5) Candidate dissatisfaction - Some candidates like the traditional way of job hunting so if a company only relies of online recruitment they could miss out on the top person for the job.
Recruitment Campaign which interested me
A recruitment campaign that has really interested me is The British Army. This is because the campaign is very professional and it feels like the army is a large corparate company wanting to recruit new people. The people taking part in the advertisement all look very smart and it seems that everyone is made to feel as part of a team. There seems to be a sense of strong discipline and duty to the country and seeing this would encourage people to sign up.
Understanding of the Psychological Contract
The psychological contract is different from the legal contract of employment. The legal contract may only be clear if it has to be tested in court, whereas the psychological contract is based on the mutual trust of both employer/employee. This probably has more influence than the legal contract in affecting how employees behave on a day to day basis. The psychological contract basically tells employees what they have to do to meet their side of the bargin and what they can expect from their job. The psychological contract can not be enforced in court, although courts may be influenced with the underlying relationship between the employer and employee. (David Guest 2004) suggested:
1) The degree to which employers adopt management practice will have an influence on the state of the psychological contract.
2) The contract is based on the employee's sense of fairness/trust and their belief that the employer is honouring the deal between them.
3) If the psychological contract is positive, the employee will have increased commitment which will have a positive impact on their performance.
Reference list:
Monster [online]. Available from: http://career-advice.monster.co.uk/ [Accessed on 21 April 2010].
CIPD The Psychological Contract [online]. Available from: http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm [Accessed on 21 April 2010].
Army Jobs [online]. Available from: http://www.armyjobs.mod.uk/Pages/HomePage.aspx [Accessed on 22 April 2010].
Prospects [online]. Available from: http://www.prospects.ac.uk/cms/ShowPage/Home_page/p!eLaXi [Accessed on 22 April 2010].
I reviewed the www.monster.co.uk recruitment site and found this to be easy to access. The layout and colours used were kind to the eyes and you did not feel put off from searching for information from this site. The site allowed you to build your C.V online which could then be uploaded with a covering letter. I was also able to search for jobs and able to refine the search to narrow this down to areas and postcodes. The career tools function allows you to see a snapshot of the career you are interested in, this career can then be benchmarked against other companies and advice can also be found to develop your career further. The advice function on this site lets you take part in a virtual job interview which is very useful. This function gives you five top tips on building your C.V, five top tips on interview techniques and five top salary tips which would help to negotiate a pay package. In comparison to another site (www.prospects.ac.uk) this was far better to look at and easy for practically anyone to use.
Advantages of Online Recruitment
1) Cost Effective - It is cheaper to put a job advert on own website which costs nothing compared to advertising in a newspaper or paying a recruitment agency fees.
2) Online recruitment is quick - For example a job advert can be placed on the website in the morning and applications can follow in the afternoon and candidate can be interviewed by the end of the day.
3) Online recruitment gives you a wider audience - Online recruitment is not only for young people and is now the norm for most people who are job hunting no matter what their age.
4) Online recruitment is easy - Putting a job on own site is not difficult and you do not need to have much knowledge of IT.
5) Online recruitment gives a better chance of success - A job advert on a website is there 24 hours a day or for as long as you like, unlike placing an advert in the papers which will only be seen on the date of publication.
Disadvantages of Online Recruitment
1) Too many candidates - As the internet is available around the world it would be hard to limit the number of applicants therefore time could be wasted looking through applications.
2) Specialised jobs - If a job requires special skills an employer may not be able to reach qualified candidates through the internet. This may require the use of head hunters.
3) Additional expense - May be incurred if the number of applicants is too much for one person to deal with.
4) Less face to face contact - Because of distance involved interviews maybe carried out on the phone instead of in person. The employer may not be able to a good idea of the candidates attituded or personality without face to face interaction.
5) Candidate dissatisfaction - Some candidates like the traditional way of job hunting so if a company only relies of online recruitment they could miss out on the top person for the job.
Recruitment Campaign which interested me
A recruitment campaign that has really interested me is The British Army. This is because the campaign is very professional and it feels like the army is a large corparate company wanting to recruit new people. The people taking part in the advertisement all look very smart and it seems that everyone is made to feel as part of a team. There seems to be a sense of strong discipline and duty to the country and seeing this would encourage people to sign up.
Understanding of the Psychological Contract
The psychological contract is different from the legal contract of employment. The legal contract may only be clear if it has to be tested in court, whereas the psychological contract is based on the mutual trust of both employer/employee. This probably has more influence than the legal contract in affecting how employees behave on a day to day basis. The psychological contract basically tells employees what they have to do to meet their side of the bargin and what they can expect from their job. The psychological contract can not be enforced in court, although courts may be influenced with the underlying relationship between the employer and employee. (David Guest 2004) suggested:
1) The degree to which employers adopt management practice will have an influence on the state of the psychological contract.
2) The contract is based on the employee's sense of fairness/trust and their belief that the employer is honouring the deal between them.
3) If the psychological contract is positive, the employee will have increased commitment which will have a positive impact on their performance.
Reference list:
Monster [online]. Available from: http://career-advice.monster.co.uk/ [Accessed on 21 April 2010].
CIPD The Psychological Contract [online]. Available from: http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm [Accessed on 21 April 2010].
Army Jobs [online]. Available from: http://www.armyjobs.mod.uk/Pages/HomePage.aspx [Accessed on 22 April 2010].
Prospects [online]. Available from: http://www.prospects.ac.uk/cms/ShowPage/Home_page/p!eLaXi [Accessed on 22 April 2010].
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