Question

Answer the following questions in detail - (Each answer should be at least 1 and 1/2 page) - 10 x 4 = 40 marks

a) Karan, a senior HR manager is entrusted with the task of creating a "Leadership Academy" for his organization. Discuss on ways by which Karan can find and create effective leaders.

b) You are the new compensation and benefits manager for a mid-sized organization. You study the system and find inequity in the pay packet amongst employees with similar skill sets. Discuss the theoretical framework that you would apply to ensure fairness.

c) Assume that you are a part of a start-up organization and are participating in a brainstorming session on talent management initiatives to reduce attrition. Describe any seven initiatives that you would suggest.

Answer 1

A1. As the need for knowledge workers grow, many organizations are discovering that voice of employee is crucial for development of business intelligence. However, organisations frequently find their employees generally silent irrespective of their knowledge sharing potential.

Managers often have considerable influence on behavior of subordinate because they are assigned with the function of integration of managing their concerns for compensation and career progression through direct reports. It is broadly acknowledged that styles of management greatly impact behaviour’s of subordinates.

The higher the observation of support of managers, the larger would be employee’s level of reciprocity in relation of favourable work behaviours and performing extra-role.

Effective leaders are necessary to any organization’s success in any industry. Leaders are anticipated for goal setting that resemble with the company’s better vision, delegate sensibly, establish communication with members of team and management.

The upright news is that one can make that job a little easy for by memorizing these essential key leadership skills which will give direct beneficial result to organization.

1. Delegate wisely

The basic need to success of leadership is to acquire efficiency for delegation of both the obligation for assignment completion and the essential authority required for doing things. Many bosses have a feeling of requirement to control each small thing that their employees do. It must be avoided.

2. Set goals

All employees desires goals to strive for. Goals not only provide employees good direction and determination, but also make sure that your employees are functioning in respect of overall goals of organization.

3. Communicate

Many bosses connect far too little. It is quite difficult for hectic business owners and executives to have their employees intact with latest news of organization. Irrespective of, one must mark every exertion to get employees the required information to do their work rapidly and efficiently.

4. Make time for employees

Since, leadership is job of people. When an employee requires to have word with you--whatever the issue—ensure that you keep aside the time to do so. Place aside your work for a minute, and emphasize on the person upright in front of you.

5. Recognize achievements

Every employee needs to perform better and then, employees want recognition from their bosses. Inappropriately, many bosses work in the way of identifying and giving reward to employees for performing better.

A2. Organizations objectives for pay comprise of employee motivation to perform, accordingly attracting and ensuring retention; the just and equitable employee treatment; and adaptable labor costs. We are attentive in research on influence of performance plans with an ability of organization for meeting these objectives and in the end we can draw—mainly about merit pay plans.

Clearly, the objectives of paying are listed and related, and organizations will look for trade-offs to meet them, whether a specific pay for plan of performance or no pay for performance plan is accepted.

a) Motivating Employee Performance

The research most specifically is in relation to questions for the impact on individuals of pay for performance plans and organization performance derives from work motivation theory and empirical study

The social sciences have formed many theories to clarify how creation of pay increases dependent on performance might influence employees to spend more power and to direct that effort for achieving organizational performance goals.

Expectancy theory (Vroom, 1964) been the utmost broadly tested, and there seems to be a general agreement that it delivers a convincing (if simplistic) rationale of psychology for why pay for performance plans might enhance efforts of employee, and an empathetic view of the conditions under which the tactics work best (Lawler, 1971; Campbell and Pritchard, 1976; Dyer and Schwab, 1982; Pinder, 1984; Kanfer, 1990). Expectancy theory forecasts that motivation of employee will be heightened, and the probability of increased chosen performance, under pay for performance plans when the specific situations are met.

Theory of goal-setting (Locke, 1968; Locke et al., 1970), also tested well, matches predictions of expectancy theory about the relations among pay and performance by describing the conditions in which employees see performance goals as doable.

According to Locke et al. (1981) the process of goal-setting is most possible to improve employee performance when goals are particular, challenged moderately, and recognized by employees. In relation, feedback, support of supervisory, and a pay for performance plan increases pay —particularly "meaningful" rise—contingent on attainment of goal for appearing to increase the prospect that employees will achieve performance goals.

b) Individual Incentive Plans

Individual incentive plans bond pay increases to individual level, quantitative performance measures. It is particularly believed that employees outlook individual-level measures as more doable, since they are more likely to be under the control of individual.

This is divergent to group incentive plans which are naturally tied to measures of work group, capability, or organization performance. Likewise, quantitative measures are seen as more suitable to employees because their attainment is less likely to be partial and more dictative because they command specific goals.

c) Merit Pay Plans

It is not hard to view merit pay plan project as a means of overwhelming some of the unintended significances of individual incentive plans. This is particularly true when merit plans are measured in the context of more composite managerial and professional jobs.

Merit pay plans are nearly universally considered for large private-sector organizations managerial and professional employees. The best common merit plan proposal is a "merit grid" that assists supervisors to distribute annual pay increases conferring to an employee's salary grade, place in the grade, and individual performance evaluation rating.

A3. Employee attrition is a thoughtful issue, particularly in today’s marketplace that is knowledge-driven in which employee engagement is the most crucial capital assets. Attrition has impact whether indirect or direct on an organization’s competitive advantage.

The 7 suggestions are as under:

i) Opportunity for Growth and Development

Fresh graduates must be given enough training and development before the work is assigned to them. The individual must be given rotation on the job so that they can realize the need of organization and provide them motivation to make their performance effective.

ii) Salary and Benefits

The pay might be given in relation to their grade, but there should be an increase or climb every year. This will provide motivation to the employees to stay and perform for the organization. The employees must be given add-on benefits that include their family as a whole; for example, the cover of insurance given to the whole family of employee.

iii) A Set Schedule

Permitting the employees, the opportunity to pick which days off they need, or at least providing them two in a row and not letting them work for more than five days, would be tremendously beneficial in retention of employees.

iv) Job Variation

Employees get scorched out on performing the similar job every hour of every day. For that, cross-training might be given to evade burn out.

v) A positive attitude from superiors

Managers and supervisors must consist of a positive attitude for their employees and must never ever insult, criticize, or rebuke them.

vi) Proper Training for management

Managers must be trained thoroughly and steadily. The policies from location to location must be the same, and each manager and supervisor in the Company must be given training the same way and decide to stay consistent with company policies.

vii) General

The organization can held surveys for employee engagement and propose feedback forums and committees of employees. Also, the organization can call meetings with employees on a consistent basis to identify their needs and necessities. This will help them to appreciate the employees’ need and importance and their resolution to the organization.