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HRM - Job-Enrichment & HR Metrics: Session-6 Prof. Sandeep Gundeti Iibm

This document discusses job analysis and human resource metrics. It begins by defining job enrichment and job enlargement. It then discusses various HR metrics that can be used to measure aspects like absence rate, health care costs per employee, time to fill positions, and turnover rate. The document also covers measuring HR's contribution, the importance of ethics in the workplace, ensuring fair treatment of employees, privacy issues, and conducting exit interviews.

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38 views

HRM - Job-Enrichment & HR Metrics: Session-6 Prof. Sandeep Gundeti Iibm

This document discusses job analysis and human resource metrics. It begins by defining job enrichment and job enlargement. It then discusses various HR metrics that can be used to measure aspects like absence rate, health care costs per employee, time to fill positions, and turnover rate. The document also covers measuring HR's contribution, the importance of ethics in the workplace, ensuring fair treatment of employees, privacy issues, and conducting exit interviews.

Uploaded by

vishal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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HRM Job-enrichment & HR

Metrics
Session-6
Prof. Sandeep Gundeti
IIBM

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Prof. Sandeep Gundeti

1 March 2016

Job Analysis in a Jobless World


Job
Generally defined as a set of closely related
activities carried out for pay.

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Prof. Sandeep Gundeti

1 March 2016

From Specialized to Enlarged Jobs


Job enlargement
Assigning workers additional same level activities,
thus increasing the number of activities they
perform.

Job enrichment
Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.

From Specialized to Enlarged Jobs


(contd)
Prof. Sandeep Gundeti

1 March 2016

Job rotation
Moving a trainee from department to
department to broaden his or her experience
and identify strong and weak points to prepare
the person for an enhanced role with the
company
Systematically moving workers from one job to
another to enhance work team performance.

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Prof. Sandeep Gundeti

1 March 2016

From Specialized to Enlarged Jobs


(contd)
Job empowerment
Giving employees a certain degree of autonomy
and responsibility for decision-making regarding
their specific organizational tasks.

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Prof. Sandeep Gundeti

1 March 2016

Why Managers Are Dejobbing Their


Companies
Dejobbing
Broadening the
responsibilities of the
companys jobs
Encouraging employee
initiative.

Internal factors leading


to dejobbing
Flatter organizations
Work teams

External factors leading


to dejobbing.
Rapid product and
technological change
Global competition
Deregulation,
Political instability,
Demographic changes
Rise of a service
economy.

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Prof. Sandeep Gundeti

1 March 2016

Background Data for Examples


Example of Job Title: Customer Service Clerk
Example of Job Summary:
Answers inquiries and gives directions to customers, authorizes
cashing of customers checks, records and returns lost charge
cards, sorts and reviews new credit applications, works at
customer service desk in department store.
Example of One Job Duty:
Authorizes cashing of checks: authorizes cashing of personal or
payroll checks (up to a specified amount) by customers desiring
to make payment by check. Requests identificationsuch as
drivers licensefrom customers and examines check to verify
date, amount, signature, and endorsement. Initials check and
sends customer to cashier.

HR Metrics
Absence Rate
[(Number of days absent in month) (Average number of
employees during mo.) (number of workdays)] 100

Cost per Hire


(Advertising + Agency Fees + Employee Referrals + Travel cost of
applicants and staff + Relocation costs + Recruiter pay and
benefits) Number of Hires

Health Care Costs per Employee


Total cost of health care Total Employees

HR Expense Factor
HR expense Total operating expense
Sources: Robert Grossman, Measuring Up, HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey, and Jude T.
Rich, Improving the Return on Human Capital: New Metrics, Compensation and Benefits Review, January/February 2000, pp. 13
20;Thomas E. Murphy and Sourushe Zandvakili, Data and Metrics-Driven Approach to Human Resource Practices: Using Customers,
Employees, and Financial Metrics, Human Resource Management 39, no. 1 (Spring 2000), pp. 93105; [HR Planning, Commerce
Clearing House Incorporated, July 17, 1996;] SHRM/EMA 2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.

HR Metrics (contd)
Human Capital ROI
Revenue (Operating Expense [Compensation cost + Benefit
cost]) (Compensation cost + Benefit cost)

Human Capital Value Added


Revenue (Operating Expense ([Compensation cost + Benefit
Cost]) Total Number of FTE

Revenue Factor
Revenue Total Number of FTE

Time to fill
Total days elapsed to fill requisitions Number hired
Sources: Robert Grossman, Measuring Up, HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey,
and Jude T. Rich, Improving the Return on Human Capital: New Metrics, Compensation and Benefits Review,
January/February 2000, pp. 1320;Thomas E. Murphy and Sourushe Zandvakili, Data and Metrics-Driven Approach to
Human Resource Practices: Using Customers, Employees, and Financial Metrics, Human Resource Management 39,
no. 1 (Spring 2000), pp. 93105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/EMA
2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.

HR Metrics (contd)
Training Investment Factor
Total training cost Headcount

Turnover Costs
Cost to terminate + Cost per hire + Vacancy Cost + Learning
curve loss

Turnover Rate
[Number of separations during month Average number of
employees during month] 100

Workers Compensation Cost per Employee


Total WC cost for Year Average number of employees
Sources: Robert Grossman, Measuring Up, HR Magazine, January 2000, pp. 2935; Peter V. Le Blanc, Paul Mulvey,
and Jude T. Rich, Improving the Return on Human Capital: New Metrics, Compensation and Benefits Review,
January/February 2000, pp. 1320;Thomas E. Murphy and Sourushe Zandvakili, Data and Metrics-Driven Approach to
Human Resource Practices: Using Customers, Employees, and Financial Metrics, Human Resource Management 39,
no. 1 (Spring 2000), pp. 93105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;] SHRM/EMA
2000 Cost Per Hire and Staffing Metrics Survey; www.shrm.org.

Measuring HRs Contribution


The HR Scorecard
Shows the quantitative
standards, or metrics the firm
uses to measure HR activities.
Measures the employee
behaviors resulting from these
activities.
Measures the strategically
relevant organizational
outcomes of those employee
behaviors.

Ethics in the workplace


What are ethics? Why are they important?
Ethics
The principles of conduct governing an individual
or a group; specifically, the standards you use to
decide what your conduct should be.
Ethical behavior depends on the persons frame of
reference.
You face ethical choices every day.
In a recent study, 54% of HR professionals
reported observing misconduct in their
organizations

The Wall Street Journal Workplace-Ethics Quiz

Three Types of Justice


Distributive justice
The fairness and justice of a decisions result or
OUTCOME

Procedural justice
The fairness of the PROCESS by which the
decision was reached.

Interactional (interpersonal) justice


The manner in which managers conduct their
interpersonal dealings with employees.

What Shapes Ethical Behavior at Work?

Individual factors
Organizational factors
The bosss influence
Ethics policies and codes
The organizations culture

Principal Causes of Ethical Compromises

Note: 1 is high, 9 is low.

HRs Role in Fostering Ethics and


Fair Treatment
Why treat employees fairly?
Drucker: Theyre not employees, theyre
people
Avoidance of employee litigation

Enhanced employee commitment


Enhanced satisfaction with the organization,
with jobs, and with leaders
Increased organizational citizenship behaviors

Employee Discipline and Privacy


Basis for a fair and just discipline process
Clear rules and regulations
Define workplace issues
Inform employees

A system of progressive penalties


The range and severity of the penalty is a function of the
offense and number of occurrences.

An appeals process
The right of the employee to grieve the decision helps to
ensure that supervisors mete out discipline fairly and
equitably.

Employee Privacy
Employee privacy violations upheld by courts:

Intrusion (locker room and bathroom surveillance)


Publication of private matters
Disclosure of medical records
Appropriation of an employees name or likeness

Actions triggering privacy violations:

Background checks
Monitoring off-duty conduct and lifestyle
Drug testing
Workplace searches
Monitoring of workplace

Employee Privacy (contd)


What do employers monitor about employees:
E-mail activity
Internet use
Telephone calls

Employers monitor employees to:

Improve productivity.
Protect from computer viruses
Detect leaks of confidential information
Guard against liability for illegal acts and
harassment suits caused by employee misuse

Restrictions on Workplace Monitoring


The Electronic Communications Privacy Act
(ECPA)
The business purpose exception permits
employers to monitor communications if they can
show a legitimate business reason for doing so.

The consent exception allows employers to


monitor communications if they have their
employees consent to do so.

Common-law provides protections against


invasion of privacy.

Interviewing Departing Employees


Exit Interview
Its aim is to elicit information about the job or
related matters that might give the employer a
better insight into what is rightor wrongabout
the company.
The assumption is that because the employee is
leaving, he or she will be candid.

The quality of information gained from exit


interviews is questionable.

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Prof. Sandeep Gundeti

1 March 2016

Thank you for your time and attention

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