2023

NIST Institute of Science and Technology (Auto)

HUMAN
RESOURCE
MANAGEMENT
(22 MBA 103)

Instructor
Dr. Amarnath Padhi
[email protected]
2023

Module -4: Follow Up Actions

 Promotion, transfer and separation

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 Organization citizenship behaviour

 HRIS (Human Resource Information System)

 Competency mapping

 Talent management

 Employee engagement.

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Promotion,
Transfer, and
Separation

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 Promotion, Transfer and Separation
2023
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Attraction Recruitment Onboarding Development Retention Separation

Employee Life Cycle Process

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 Promotion is a movement to a position in which responsibilities
and presumably prestige are increased.

 Advancement within a organization is ordinarily labeled as

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Promotion.

 It is an upward movement of an employee from current job to

another that is higher in pay, responsibility, status.

 A mere shifting of an employee to a different job which has

better working hours, better pleasant working conditions does
not imply promotion.

 It is a vertical movement in rank and responsibility.

Promotions traditionally refer to

advancements to positions of increased responsibility

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Purpose/Objectives

Promotion have a positive impact on the employees. Beside higher

wages/salary they also satisfy the higher order needs of
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employees.

– To recognize an individual’s performance and reward him for

his work.

– To put the employee in a position where he will be of

greater value to the company.

– To promote job satisfaction among employees.

– To demonstrate effective career development plans.

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Types
 Open Promotions: An organization considers all employees within it
as a potential candidates.
 Closed Promotions: An organization consider the candidate for
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higher position opening or vacancies is restricted and not open for all
the individuals (doesn’t announce the vacancies internally)
 Multiple Chain Promotions: Which provides for a systematic linkage
of each position to several others. Such promotions identify multi
promotional opportunities.
 Dry Promotions: Are those that are given in lieu of increase in
compensation.
 Horizontal Promotions: Promotions have similar kind or work, (Ex:
Grade change from I to II ( lower to higher))
 Vertical Promotions: Those which change the nature of work ( Ex:
Supervisor to Manager)
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Bases

Promotion can be made on various bases. Following are the major

ones:
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 Seniority i.e., length of service

 Merit, i.e., performance

 Educational and technical qualification

 Potential for better performance

 Career and succession plan

 Vacancies based on organisational chart

 Motivational strategies like job enlargement.

 Training

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 Transfer
2023
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 Transfer is a horizontal or lateral movement of an employee from
one job, section, department, position to another at some other
place where salary status and responsibility are usually the same.
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Purpose:

 To meet organizational needs

 To meet employee own request

 To adjust the workplace

 To penalize employee

 To replace new employee by an employee who has been in the

organization for a sufficiently long time.

 To increase the versatility of an employee.

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Policy

 Must be impartial and known to each employee.

 The basis of transfer should be indicated i.e., based on seniority or

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skill.

 Intimate the fact of transfer to the person concerned well in

advance.

 Should be in writing and duly communicated to all concerned.

 Transfer can’t be made frequently and not for the sake of transfer
only.

 All facilities should be cleared prescribed to the transferee.

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Types

1. Intradepartmental Transfers

Within same section of the same department and effected

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without the issue of any transfer order to the employee.

2. Interdepartmental Transfers

From one department to another are decided by mutual

consultations among the departmental heads when such
transfers are of the permanent nature or long duration.

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 Separation
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SEPARATION

Employee Retention- a set of actions designed to keep good

employees once they have been hired.
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Employee Separation- is the process of efficiently and fairly

terminating employees

 Separation is a situation when the service agreement of an employee

with his/her organisation comes to an end and employee leaves the
organisation.

 In other words, separation is a decision that the individual and

organisation part from each other.

 Separation can be Voluntary and Involuntary.

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 The employee’s decision to leave begins with a sense of low job
satisfaction.

Job Satisfaction represents a person's emotional feelings about

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his/her work. When work is consistent with employees values

and needs, job satisfaction is likely to be high.

Withdrawal
Low Job (Negative Decision
Satisfaction thoughts – to Quit
intent to quit)

Satisfaction with Other

• Empowerment Factors
• Job fulfillment ( level of satisfaction) (Alternative
• Pay Jobs ,
• Work group Individual
• Security Characters)

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Quits
Voluntary
Retirements
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Discharges
Separation

Layoffs

Involuntary Retrenchments

VRS

Suspension
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 Voluntary Separation: When employee decides to terminate

his/her relationship with the employer. Two types are-

1. Quits: out of dissatisfaction in the current job, and

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2. Retirements: Occur when the employees reach end of

their careers.

 Involuntary Separation: Employer terminates the employee for

three reasons:

1. Organization is passing through a lean phase

2. Faulty hiring leading to a mismatch

3. Employee exhibits deviant behavior to the environment

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1. Discharges: also called termination and is done when the employer
find the employee to be non performing.

2. Layoffs: Temporary suspension. It may be for a definite period, after

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which employee may be recalled.

3. Retrenchment: termination by the employer because of productivity

or economic reasons. (it takes place without any fault of
the employee).

4. VRS (Voluntary Retirement Scheme) sending home surplus

workforce. Also called “golden handshake” plan.

5. Suspension: Also called dismissal/termination of service of an

employee as a punitive measure. This may occur either
on account of unsatisfactory performance or
misconduct.

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 Summary
2023

Promotion is advancement of an employee from one job level to a higher

one involving increased salary, status and responsibility. Promotion is
affected to recognize competent employee, boost his morale, build loyalty,
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retain talented employees and encourage employees to perform well.

Transfer is an employee’s lateral movement within the same grade from

one job to another. Employees are transferred to satisfy both
organisational and employee needs, make their better use, adjust
workforce, punish the employee, etc..

Separation is a situation when the service agreement of an employee with

his/her employer organisation comes to an end and employee leaves the
organisation. Retirement, resignation, layoff, retrenchment and dismissal
have been the common forms of employee separation.

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Organization citizenship behaviour
 OCB is the psychological term for what can be simply defined as the
compilation of individual behaviors in a group setting.
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 An individual behaviour which is not rewarded by a formal reward system,

but that, when combined with the same behaviour in a group, results in
effectiveness ( Dennis Organ, 1988)

 In business world, OCB has been linked with work productivity, employee
effectiveness, and other factors which can impact a business.

 OCB can be divided into two categories, behaviour that is

1. directed towards other individuals (OCBI), and,
2. directed towards the organization (OCBO)

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Dimensions
 Altruism: Willingness to help and assist others without expecting anything in return.

Examples: Providing guidance, sharing resources, assisting colleagues

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 Conscientiousness: Going beyond the minimum required effort to ensure tasks are

completed effectively. Examples: Being punctual, taking initiative, paying attention to

details

 Sportsmanship: Maintaining a positive attitude and displaying good sportsmanship

in challenging situations. Examples: Accepting criticism gracefully, maintaining

composure under pressure

 Civic Virtue: Actively participating in organizational activities and demonstrating

responsible citizenship. Examples: Attending meetings, volunteering for committees,

engaging in proactive behavior

 Courtesy: Displaying politeness, respect, and consideration towards others.

Examples: Listening actively, using appropriate language, displaying good manners

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Benefits
 Enhanced job satisfaction and engagement

 Increased organizational commitment

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 Improved teamwork and collaboration

 Positive impact on organizational culture

 Increased individual and organizational performance

Factors Influencing OCB

 Leadership styles and behaviors that promote OCB

 Organizational culture and climate

 Perceived fairness and justice in the workplace

 Employee motivation and job satisfaction

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HRIS: Human Resource Information System
• It is a systematic procedure for collecting, storing, maintaining, retrieving and
validating data needed by the organization about its human resources.

• It is a system that lets you keep track of all your employees and information
about them.

• Data Collection: Payroll & benefits; Performance Appraisal; Training and

Development; Recruitment and Selection; Employment and Job data; Strategic
HRM; Labor Relations; Compensation benefits

 Why HRIS..?

Need Analysis

Implementation Design and

and Maintenance Development
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1 | Dr. Amarnath Padhi
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Advantages:
 Reduction in the cost of stored data in human resource.
 Higher speed of retrieval and processing of data.
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 Availability of accurate and timely data about human resources.

 Better analysis leading to more effective decision making.
 Improved quality of reports.
 More transparency in the system.
 More meaningful career planning and counseling at all levels.
Summary

 HRIS is used to manage all aspects relating to an employee such as

salary, leave , skill, performance appraisal, recruitment, career

planning, collective bargaining, etc.

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Competency Mapping

A competency is defined as a behavior (i.e. communication, leadership,

decision making, team building) rather than a skill or ability.
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A capacity that exists in a person that leads to behaviour that meets the
job demands within parameters of organizational environment, and that
in turn brings about desired results.

 It is a process to identify key competencies for an organization and/or a

job and incorporating those competencies throughout the various
processes (i.e. job evaluation, training, recruitment) of the organization.

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Components

Capabilities acquired Skill Understanding acquired

through practice. Knowledge through learning.
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Inherent The observable

Personal
characteristics Behaviour demonstration of
Attribute
which is foundation competency, skill,
of any job knowledge and
personal attribute.

The above components are a set of competencies that includes the key
behaviors required for excellent performance in a particular role.

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Talent Management
 Workforce: Workforce refers to the entire body of people who are
actively engaged in work or employment within a company, industry,
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or community.

 People: The term "people" is a broader and more encompassing term

that refers to individuals in general, regardless of their employment
status or specific abilities.

 Talent: refers to an individual's natural aptitude or skill in a particular

domain. It is an inherent ability. or potential that enables a person to
excel or perform well in a specific field.

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Talent Management
 Talent is a set of unique abilities possessed by individuals.
 An Individual is said to be talented when s/he possesses or acquires the following
abilities/elements:
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1. Skills, knowledge, intelligence, and experience

2. Ability to learn and grow
individuals possess a singular talent
3. Judgment, attitude, character in any particular field
4. Perseverance and self-motivation Unidimensional
Talent

Talent individuals possess multiple talents

Multidimensional
Talent

 The basic purpose of talent management is to recruit, develop, and retain best talent in the
organization. The HR Department always endeavors to ensure that employees with the
right skills and qualities stay with the organization for a long time. (Ref: Below figure)

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 The four steps which need consideration in the development of a talent
management approach are:

Focus
Drivers:
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Where do we need
Why it is important
it?
Definition: Capability: Action
Business risk: What are our
What is talent •What issues we are •Who is responsible
management •Are we ready practical outcomes
addressing
Process: Measurement
How will we do it •How will we assess
in practice impact

-Definition: What do mean by talent management in organization

- Focus: Which jobs and groups of people will talent management focus on

-Process: How will talent management be done in practice

- Action: What are the practical outcome of talent management.

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 Talent Management starts with identification of the appropriate skilled people
required for the organization and then there is proper selection of people with
requisite potentials and skills in desired job.
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 After identification and selection of the right kind of people, Talent Management
implements competitive compensation that may include attractive pay-package,
periodical increment, health insurance, paid leaves, etc.

 The most important functions of Talent Management

a) Establishing a high-performance workforce.

b) Increasing the productivity of the organization.

c) Attracting, retaining talented and high-performing employees.

d) Ensuring growth and innovation in the organization.

e) Developing skills and competencies in employees.

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The 9-box grid is a talent management tool widely used by managers to
assess performance versus potential of employees, and to guide their plans
for employee development and succession. On the x-axis is performance,
measured by performance reviews; on the y-axis is potential, the likelihood
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of moving up a couple of levels in managerial or professional roles.

Low Performer Moderate Performer High Performer

High Potential High Potential High Potential

Low Performer Moderate Performer High Performer

Moderate Potential Moderate Potential Moderate Potential

Low Performer Moderate Performer High Performer

Potential

Low Potential Low Potential Low Potential

Performer
The 9-box grid
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Employee Engagement
 The terms ‘job satisfaction’, ‘motivation’ and ‘commitment’ are generally being

replaced now in business by ‘engagement’ because it appears to have more

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descriptive force and face validity.

 The degree to which employees fully occupy themselves in their work, as well

as the strength of their commitment to the employer and role.

 The term ‘engagement’ can be used in a specific job-related way to describe

what takes place when people are interested in and positive about their jobs,

exercise discretionary behaviour and are motivated to achieve high levels of

performance. (Knowledge, skill, experience, attitudes, ability, personality,

temperament, etc.)- Self efficacy, self esteem, employer commitment.

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To increase employee Engagement

 Challenging goals that align with the company’s strategic objectives.

 Positive feedback and recognition for accomplishments.

 Recognition and appreciation for extra voluntary contributions.

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Engagement Drivers:
• Advancement
• Freedom
• Job Assignment Engaged
• Personal Growth
• Recognition
Engagement
Drivers
Disengagement Drivers: Neither engaged
• Benefits nor disengaged
• Communication
• Compensation
• Fellow Associates
• Supervisor Disengaged
• Treatment Disengagement
• Work Conditions Drivers
• Work Objectives

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Thank you!

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