Advance Competency Assessment

Benefits of a Competency Framework

o Key elements in closing the competency gap
o Help become aware of competencies of different positions
o Become a basis to develop and upgrade incumbents crucial to future
success
o Impact on organizational structure, processes and culture
Types of Competencies:
o Strategic: essential for strategy achievement.
o Business: functional in nature but are applied across functionally
o Functional: required for a particular or job family
Five steps in creating a job profile
1. Review the job data
2. Review key accountabilities
3. Review current competency framework
4. Produce the job profile
5. Final interview
Assessment Exercise by Competency Matrix
o Analysis
o Strategy
o Teamwork
o Influencing
o Development
o Achievement
o Planning
o Monitoring
What is good about assessment centers
o Provides a realistic job preview
o Favorable candidate reaction
o Involvement of line managers
o Good validity evidence
o Strategic value
Key strategies in the design of an assessment center
o Identify competencies people wish to measure
o Identify and work within practice constraints
o Identify or design exercises and other measures
o Arrive at a decision rule
o Attend to the logistics, especially timetables
o Communicate with internal stakeholders
o Brief candidates
o Train assessors
o Monitor and evaluate the center
Best Practices Guidelines Mix of Expert Panels
o High performing individuals
o Managers of the role
o HR specialists familiar with the role
o Internal customers of the role or individuals who work closely with people
in the role
Best Practice Guidelines- Job Competency Questionnaire
o Completed by the expert panel and as a tool for discussion to help build
consensus
o Can be distrusted to a wider audience
Best Practices Guidelines- Behavioral Event Interviews
o Clearer understanding of what differentiates superior from average
performers
o Higher degree of confidence of the validity of the competency profile
o Provision of role specific role specific situation data which can offer real
insight into challenges the jobholder faces
Factors by Stakeholders- Line Managers
o Understand the competency framework and the central role it plays in the
plays in the people management process and skilled in talking about job
requirements in competency terms
o Able to utilize competencies as the link between individual skills/
knowledge/behavior and business goals
o Able to use competencies to define development needs and consequently
appropriate development plans
o Able to apply competencies for performance evaluation
Types of Interview
o Directive Interview
asks for specific information. The interviewer here uses a form to
record the answers to specific questions about the background of
the applicant.
o Non-directive Interview
Non directive questions are broad, open-ended and require a
narrative answer.
o Group Interview
The group interview is still another method used by some
companies. This interview is conducted by a panel of committee of
three or five interviews sitting as a panel.
o Team Method
In this method of interview, a team of three interviewers may
interview an applicant separately and then compare note
afterwards.
Middle range planning involves the setting up of organizational goals and
objectives within a 2 to 5 year period. These usually target in sales, volume of
production and the like.
The Five Steps to Human Resource Planning
1. Determining the workload inputs based on the corporate goals and
objectives
2. Studying the jobs in the company and writing in the job description and
job specifications.
3. Forecasting of manpower needs, determination of the number and
skills of people require for work.
4. Inventory of manpower- an analysis of the present manpower
compliment of the company to determine whether it has enough or less
or more personnel
5. Improvement plans- determination of the appropriate steps to
implement the human resource plan in order to ensure that the
company has the right number and right quality of people, properly
assigned to jobs for which they are most useful.

The five essential steps are discussed briefly below:
1. Determining the workload - the first step in the process of human
resource planning is to determine the business objectives of the
company and analyze their impact on each departments operational
responsibility.
2. Study of jobs in the company (job description and job specifications)
3. Forecasting human resource needs- Forecasting manpower needs
comes next after determining the work input, and is known as the
panned and logical method of determining, both quantitatively and
qualitatively.
4. Inventory of manpower- the fourth step in the planning process is the
inventory of available current manpower.
5. Improvement Plan the fifth key element of human resource planning
is to tailor, the implementation and improvement plans to meet the
objectives of the corporation or department.
Importance of a Well- Organized Selection Program
o The main objective of good employee selection is to acquire people who
possess the ability and competence to accomplish successfully the duties
and responsibilities not only of the job to be filled but also of the patient to
grow with the company.
o The success of any enterprise, large or small, chiefly depends on the
ability and efficiency of the persons in it rolls.
o People are hired to do jobs to attain the objectives of the enterprise.
o People with specialized knowledge and skills are needed to render
services.
Elements of a Good Recruitment and Selection Program
o The objective of employee selection is to hire the best qualified candidate
or employee available for the position to be filled.
o Related to employee selection and appraisal is the companys policy of
promoting employees from within. The ties in with the point mentioned
about the desirability of selecting employees who have the potential for
growth and development.
o In selecting employees, the company may not always be right. From time
to timw, a person may be placed in a job not exactly suited to his
qualifications or be given responsibilities that he is not prepared to handle.
Factors that Make a Good employee
o A job applicant may be motivated by the considerations other than income
alone. Such factors, as opportunities for demonstrating ones stability,
security on the job, the chances for advancement and professional growth,
and desirable working conditions, may mean more to a man in deciding
whether or not to take the job than the wages he may receive.
Reasons for Proper selection of Employees
o The company objectives are better achieved by workers who have been
properly selected
o An incompetent worker is a liability to the company
o Personnel requirement vary from job to job
o People have varying degree of intelligence, aptitudes and abilities.
o Labor laws protect employees, making it difficult to fire incompetent and
problem employees
o Individuals have different interests, goals and achievements in life.
o Careless hiring is costly and can cause problems to the company,
especially to the supervisors and managers who have to deal with the
workers.
The rights of labor as provided in the Philippine Constitutions as well as in the
Labor Code may be summarized as follows:
o Right to protection by the States
o Right to full employment
o Right to equal work opportunities, regardless of sex, race or creed
o Right to self-organization and peaceful concerned activities
o Right to collective bargaining and negotiations
o Right to security of tenure
o Right to just and humane conditions of work
o Right to a living wage
o Right to participate in policy and decision- making processes affecting
their rights and welfare
o Right to compusalry arbitration as may be provided by law
Installing a Program for Recruitment, Selection and Hiring
1. Recognition of the Need by Management
a. In developing a program for recruitment, selection and hiring of
employees, the first consideration is the recognition by
management of the needs for sound policies and procedures on
recruitment, selection and hiring of desirable employees for the
organization.
2. Selling the Program
a. The program must be sold to all executives and supervisors to
obtain their wholehearted cooperation to make it work.
3. Communication the Program
a. Management should define its overall objective and establish
the necessary policies and procedures of the program.
4. Responsibility for Recruitment, selection and Hiring
a. It must be emphasized that employee selection is a joint
responsibility of the personnel manager and the line managers
and therefore they must cooperate with one anothers.
5. Forms and Records
a. The various forms needed for the effective implementation of
the program must be designed that the records and appropriate
record system set ups.
6. Labor Code of the Philippines
a. The policies and procedures of the company on employment
should also take into consideration the Government Rules and
Regulations on this matter more particularly those provided in
the Labor code and its implementing Rules and Regulations
7. Selection of Employees from Within or Outside the Company
a. This also involves the company policy on transfers and
promotions of employees to fill in vacancies.
8. Job analysis; Job Description and Specifications
9. Employment Test and Interview
a. This would cover tests for applicants for certain types of jobs
and should indicate who would conduct the tests, how the tests
would be given and who would interview the applicant
10. Checking of References, Police Records and Clerances
11. Prior Registration with the Social Security System for SSS Number,
Medicare
12. Physical Examinations
13. Introduction, including and orienting the new employee to his job and
the company
14. Probationary period of new employee
a. This refers to the company policy on the length of probationary
period and related conditions. The labor code provides for a
maximum of six months probationary period.


Procedures in Recruitment, Selection and Hiring
o Step 1: Studying the different jobs in the company and writing the Job
description and Specification
The first requirement of the selection process is knowing what kind
of a man the job needs. This requires the knowledge of a. the exact
nature of the job to be filled; b. its duties and responsibilities c. the
steps taken to perform those duties and responsibilities. D. the
tools and equipment used e. the working conditions under which
the specific job if performed f. the amount of authority delegated to
the job as education, skills and physical demands.
Jobs description: tells what is done on the job, how it is done, why it
is done, the skills involved and the tools and equipment used in
doing it.
Job specification: is likewise necessary to know the specific
qualifications required of the man who is to do it.
o Step 2: Requisition for New Employee:
To inform the employment office about the existence of a vacancy
to be filled, the line supervisor of the department head concerned
should be accomplish, a formal requisition form indicating the facts
and information about the vacancy to be filled, such as date when
the new employee will be needed, his rate of pay, the required
qualifications of the employee and etc.
o Step 3: Recruiting Qualified Applicants:
Recruitment is process by which prospective applicants are
induced to apply to the company in order that their qualifications for
present and anticipated vacancies can be evaluated through sound
screening and selection procedures.
o Step 4: Reception of Appraisal:
Not all applicants are allowed to go through the entire process of
selection. Some of them are eliminated by means of the preliminary
screening or sight screening.
o Step 5: application Form:
Screening is the process by which the applicants are classified
under two categories: those to be given examinations and further
interviews and those who should not be considered at all.
o Step 6: Testing:
The employment officer gives over the application form. On the
basis of the information contains and from the impression the
officer gathered at the preliminary interview.
Tests are needed to discover mental ability, aptitude, proficiencies,
potential ability, skills, and knowledge of an applicant. They can
predict failure better than success because the job depends not
only on the applicants specific attitudes, skills and abilities but also
on such other factors as motivation and incentives, personal
problems, working conditions, and the like which may not be
measured through tests and interviews.
Psychological tests should not be used as the only basis for
employee selection because they have their own limitations.
o Step 7: Checking the applicants work experiences, school records and
personal reference:
The application forms of those who pass the examination are
separated and the information in them checked for veracity.

o Step 8: Interview:
The purpose of interview are a. to find out how well qualified the
applicant is for vacancy b: to give the information he needs in order
to decide whether or not he will take the job if offered to him
o Step 9: Matching the applicant with the job
This step involves the matching of the qualifications of all the
applicants against the requirements of the job as in the job
description and job specifications.
o Step 10: Final selection by immediate supervisor or Department Head
This job is a joint responsibility of the personnel manager and the
line manager. The line manager, being responsible for the success
of his department should be given a free hand in the selection of
the man assigned in the department.
o Step 11: Physical and Medical Examination:
The selected applicants are required to pass a physical and
medical examination. In small companies the applicant may be
reffered to a company physician or a medical consultant for the
medical and physical check-up.
o Step 12: Hiring:
The condition employing a person whether probationary,
temporary, contractual etc.
Final evaluation of the applicant:
After completing the interview, tests and other fact-finding
procedures, the employment officer makes his final evaluation of
the applicant, the total man who will work for the company.
Categories of employees:
o Regular employees:
a regular employee or worker is a person having passed through a
probationary period of employment, is placed on the regular rolls of
the company or one who is assigned to perform work directly to his
job description.
o Probationary Employee:
A probationary employee or worker is person hired to occupy a
permanent or regular position in the company for a specified trial
period to improve if he is acceptable for the job.
o Temporary employee:
A temporary employee is a person hired to perform work in a
specific project job, or period upon completion of which the workers
employment is terminated.
o Contractual employee:
A contractual employee is one hired on an individual employment
contract or basis to perform a work on specific project.
o Casual employee:
By connotation, a casual worker is one who is hired for only a few
days or few months at a time to perform a unit of work to fill the gap
in the absence of another.





Psychological Tests and Management Assessment

Definitions:
o Test is a systematic procedure for gathering data for the purpose of
making intra or inter- individual comparison. It is a sample of behavior.
o Test is a group of questions or tasks to which a student is to respond.
o Is a technique for measuring objectively an individuals personal
characteristics, potentialities, or accomplishments especially by
comparing his behavior with others on whom the particular technique is
said to have been standardized.
Purposes:
o Prediction: tests are given to obtain a measure of ability, achievement,
and or other characteristics that will offer a solid basis on which
individuals can make decisions.
o Selection: tests are used by institutions and industry to accept one
individuals and reject others.
o Classification: is an arrangement according to some systematic
division into classes or groups.
o Evaluation: tests are used to assess and evaluate program, methods,
treatments and the like.
o guidance: to help analyze personality profile. Help analyze an
individual.
Advantages of tets:
o The most reliable and accurate means of selecting candidates
o Most objective way of assessing an individual.
Disadvantages of tests:
o May accurately predict an applicants ability to perform the job, but they
are less successful in indicating the extent to which the individual will
want to perform.
o A potential problem of applicants honesty.
o Problem of anxiety
Authorized Causes for Termination
o Installation of Labor Saving Devices
Management is authorized by law to introduce labor saving
devices in order to mechanize or modernize his business with a
view to effect efficiency and economy in the methods of
production.
o Redundancy: exist where the service of an employee are in excess of
what is demanded by the actual requirements of the establishment/
enterprise, which may be due to some factors.
o Retirement: to avoid or minimize losses is recognized by law.
Serious Misconduct:
o It is the improper or wrong conduct; transgression of some established
and definite rule of action, a forbidden act, a dereliction of duty, willful
in character, and implies wrongful intent and not mere error in
judgement.
o The misconduct to be serious must be of such a grave and aggrevated
character and not merely trivial or unimportant.
Willful Disobedience:
o Willfulness characterized by a wrong and perverse mental attitude
rendering the employees act inconsistent with proper insubordination.
Neglect of Duties:
o The neglect of duty must not only be gross but also habitual- not single
or isolated, acts of negligence.
o Gross negligence has been defined as the want of any slight care or
the utter disregard of consequesnces.
Dishonesty, loss of confidence:
o Fraud has been defined as any act, omission or concealment which
involves a breach of legal duty, trust or confidence justly reposed and
is injurious to another.
Analogous Cases:
o The determination of whether the cause for terminating employment is
analogous to any of those enumerated in Art. 282 of the Code will
depend on the circumstances of each case.
o To be considered as analogous to the just causes enumerated, a
cause must be due to the voluntary and/ or willful act or omission of the
employee.
Retirement:
-To give up active participation in a business or other occupation especially
because of advance age.
Requisites to a Rewarding Retirement
Stage I: Pre-retirement
o Pre-retirement covers life from about ages 40-60 a time to take stack of
yourself and what you can prepare for a long life. This applies to us
whether or not we will retire from paid employment.
Stage II: Decision Time
o Rehearse for retirement: Plan what youd like to do with free time and try it
out on weekends and vacations. Gradually reduce your work hours of
responsibilities.
Stage III: Retirement:
o Sometimes circumstances take retirement out of control. Even the best
planned retirement can have emotional bumps. Dr. Richardson found out
that feelings of loss, the blues, restlessness, anxiety, mild depression or
preoccupation with the past are normal for many people during the first six
months.

Professional Success Through Motivation
One of the goal of management is to motivate staff to work for the hospital goals
and objectives. But in order to understand motivation, administrators must
consider the needs of staff members, what they want and expect from their job.
Researchers have proven that the best way to motivate a person, is to show him
that you are conscious of his needs, ambitions and fears, and recognize him as
an individual.
Health care professionals have an important role in rendering care to patients. It
is believed that if the health care provider is to remain in the hospital as an
efficient and effective health worker, he/she must experience some kind of
satisfaction in his/her work. The nature of their work in the hospital requires equal
amount of dedication and commitment, and this can be expended by someone
who is equally motivated and self directed.


Labor Relation
Major Components and Definitions:
Labor relations: relations between the workers and management
Unionization: organizations of workers
Collective bargaining: organization of workers to bargain for working conditions
Unionization:
1. Organizing Phase:
a. Establish internal contacts.
b. Knowledgeable about related law
c. Identify frustration level/ extent of employment problem
d. Assess interest in unionization
e. Commitment
f. Informational meetings
g. Coordination efforts, development of unity
h. Education about collective bargaining
i. Participation
2. Recognition Phase:
a. Organizers must get at least 20% to be represented to sign individual
authorization cards before the labor organization can act on behalf of the
group.
b. Recognition by employer (good faith doubt)
c. Petition for election 50% of potential members
d. Preliminary hearing before election is scheduled.
e. Election: during working hours on the employers premises about a month
after hearing.
Labor Law:
1. 1935 NLRA- National Labor Relations Act. Or Wagner Act:
a. Prevented some employers from cutting wages
b. Employers could not legally fire employees who sought unionization.
NLRA created NLR Board:
c. To investigate and initiate administrative proceedings against
employers who violated a law that listed employer violations only.
2. Taft- Hartley Act or Labor Management Relation Act:
a. Listed union restrictions to restore equality between employers and
employees
b. Non profit health care institutions: exempted
c. Union developed public reltions problems when some of them went on
strike during war/ union blamed for postwar inflation.
3. Landrum- Greffin Act or Labor-Management Reporting and Disclosure Act
1959
a. Safeguard against corrupt financial and election procedures used by
some unions:
i. Post NLRB election notices starting the time, date and place of
election
ii. No electioneering around the polling place.
4. Public Law 93-360 in 1974, the Non profit Health Care Amendments to Taft-
Hartley Act.
a. Collective bargaining rights to private sector employees
b. Notification procedures that must precede a strike/ ensured employees
of the right to join, or refrain from joining a union.
Decertification:
When employee no longer want to be represented by their present union
o 90 days period before expiration of contract
o Pre-election hearing
o Better off without a union
Nurse Managers Role in Collective Bargaining
o Management Skills
o Motivational Techniques
o Listen carefully to staff concerns and represent staff associates wishes to
stop management
o Nurse administrators need to know about labor relations.
Key Terms Used in Collective Bargaining
Agency shop:
a business where nonmembers are required to join to union as a
condition of employment
Arbitration:
procedures for using the services of a third party to settle labor disputes
Arbitrator:
the person chosen by agreement of both parties to decide the dispute
between them
Authorization cards:
cards the employees sign to authorize representation by a specific union.
Bargaining agent:
a person or group accepted by an employer and chosen by members of
the bargaining unit to represent them in collective bargaining.
Bargaining unit:
an employee group that the state or National labor Relations Board
recognizes as an appropriate division for collective bargaining.
Certification:
the official recognition by a labor organization as the exclusive bargaining
agent for employees of a specific bargaining unit.
Contract violation:
acts that break the terms of contract.
Collective Bargaining
o A legal process used by organized employees to negotiate with an
employer about wages and related concerns resulting in an employment
contract.
Deadlock:
o A stall in negotiations when neither party is willing to compromise about an
issue.
Decertification:
o The withdrawal of official recognition of a union as the exclusive
bargaining unit.
Grievance:
o Any complaint by an employer or union concerning an aspect of
employment.
Grievance procedures:
o Steps both sides have agreed to follow to settle disputes.
Meditation:
o A process for settling labor disputes where a mediator helps the parties to
reach their own agreements.
Open shop:
o A business where employees are not required to belong to the bargaining
unit.

Job Design
The act of specifying the content and methods of jobs
The goal is to create a work system that is productive and efficient, taking into
consideration the costs and benefits of alternatives for the organization and the
workers.
Job designers are concerned with who will do a job and how the job be done and
where the job will be done.
Successful designs must be:
o Carried out by experienced personnel who have the necessary training
and background
o Consistent with the goals of the organization
o In written form
o Understood and agreed by both management and employees.
Changing nature of jobs and job design
o Scientific Management:
Principles of scientific management was developed by F.W. Taylor
in 1880s and 1890s by breaking down jobs into elemental
activities and simplifying job design to the extent that a very limited
skills were required to learn a job, thus minimizing the time required
for learning.
o The assembly line
The adoption of assembly line production meshed with the
principles of scientific management between 1909 and 1929.
o Limitations and Failures of Traditional job Design Approaches
Task specialization have advantages like high output, low cost and
minimal training but it also resulted a lot of disadvantages,
boredom, lack of motivation, and mental fatigue.
o Behavioral Influence/Approaches to Job Design
Due to workers dissatisfaction, the behavioral approaches began in
1960s and early 1970.
Contemporary Trends in Job Design
The major trends in work and job design come from the Japanese. It
emphasize the Japanese approach to job design because that is were.
1. Job and task Flexibility:
a. Japanese train workers to do a variety of jobs and tasks because
Japanese management had greater flexibility in labor deployment than
US counterparts.
2. Quality Improvement Responsibility
a. In the traditional US approach, quality management responsibility,
whereas Japanese approach says quality is the responsibility of the
worker.
3. Increased Skill and Ability Levels:
a. Extensive job training and job rotation are the characteristics of
Japanese system once worker joins a Japanese comp.
4. Employee Involvement:
a. It is a key feature of Japanese production systems, involvement is
realized through groups or teams.
5. Evaluation and Reward:
a. Job security is a key factor in Japanese reward system.
6. Worker compensation:
a. The 2 basic forms of worker payment are both tied in time are:
i. Hourly wage; the longer someone works, the more they will be
paid
ii. Individual incentive or piece rate wage workers are paid
according to the number of units or output they produce.
7. Technology and Automation
a. The worker-machine interface is the most crucial aspect of the job
design because technology has broadened the scope of job design
and heightened the need for workers with better skills and abilities and
more job training due to the rapid development of new technologied
8. Job satisfaction:
a. Workers take greater pride in their jobs and have a contribution to the
success of the organization.
9. U.S. adaptation of trends in job design
a. U.S companies adopted the Japanese management principles.
Job Analysis
Is a study of what is required to do a job satisfactorily, and the work methods how
the job is done. It determines what major work-connected behavior and traits,
responsibilities, capabilities, experiences and the like are needed to perform a
job.
It helps to find out what the job entails and what kind of people could do the job.
Tools of Method Analysis on how the Job or Work processes are Done:
1. Process Flowchart:
a. Is a graph of the steps of a job. This is used to review and critically
examine the overall sequence of an operation by focusing on the
movements of the operator or the flow of materials.
2. Worker-machine Chart:
a. Determines if worker and machine time are used efficiently.
Work Measurement
Is concerned with determining the length of time is should take to do a job.
The unit of measure in work measurement is the estimation of time required to do
a job.
The standard time is the time required by an average worker to perform a job.
Work measurement and time study was introduced by Taylor in order to develop
an equitable piece-rate wage system based on fair standard job times.
Forecasting
A prediction of what will occur in the future
In management these forecast methods are sometimes used:
o Qualitative forecasting method: based on their judgment, opinions, past
experience, expert opinion, or make guesses to make forecast.
o Quantitative forecasting method: used in aiding management in making
planning decisions.
Forecasting and Quality Management
o Forecast or product demand are a vital necessity for almost all aspects of
operational planning while total quality management (TQM) is more
imprint in providing good-quality product and quality customer service.
Components of Forecasting Demand
1. Time Frame:
a. Indicates how far into the future one is forecasing
Classifications:
Short range forecast:
o Is one encompassing the immediate future.
o Concerned with the daily operations of a company, dictated by daily
or weekly demand.`
Medium Range-range forecast:
o Covered from 1-2 months up to 2yrs. Forecast of length is used to
developed an annual production plan or annual budget or
development of a project or program
Long range forecast:
o Encompasses a period of time longer than 2 yrs. Used by
management for strategic planning for new products for changing
markets entry into new markets etc. in general, the future
management seeks to predict, the more difficult forecasting
becomes.
2. Demand behavior:
a. The demand sometimes performs in random, irregular fashion, with no
apparent patterns.
3. Forecasting method
a. Time series method:
i. Are statistical techniques that use historical demand data to
predict future demand. Often used for short and medium range
forecast.
b. Causal forecasting Method
i. Attempt to develop a mathematical relationship between
demand and to other factors that cause demand behavior
c. Qualitative methods
i. Based on managerial judgment, expertise, and opinions to
make forecast. Frequently used for medium and long range
forecasting.
Steps of Forecasting Process:
1. Identify the purpose of forecast
2. Collect historical data
3. Plot data and identify problems
4. Select a forecast model that seems appropriate for data
5. Develop/ compute forecast for period of historical data
6. Check forecast accuracy with one or more measures
7. Is accuracy of forecast acceptable
8. If yes, forecast over planning horizon. If no, select new forecast
model or adjust parameters of existing model
9. Adjust forecast based on additional qualitative info. And insight
10. Monitor results and measure forecast accuracy.
Qualitative Methods
1. In house Forecasting
a. The management, marketing and purchasing and engineering are
sources for internal qualitative forecast because they are generally
most familiar with their own capablilities and resources and the market
for their products.
2. Consumer Reserch
a. Consumer or market or research is an organized approach using
surveys to determine what products and services customers want and
will be done through mailings, contacts, or interviews.
3. The Delphi Method
a. Is a procedure for acquiring informed judgments/ opinions from
knowledgeable individuals using a series of quationnaires in order to
develop a consensus forecast about what will occur in the future.
4. Forecasting Industry
a. Another new consulting firms that specialize in forecasting demands
assist companies in determining what new products and should be
introduced to the market and the demand that will result.
Managing People as People
The critical role of people in corporations
o People indeed can make a business enterprise to prosper or flounder].
Sophisticated techniques processes or systems cannot by themselves
produce a high quality products of services.
o People are indispensible both in conceptualizing such works of wizardry
and in implementing them.
Refocusing on people as a Pivotal resource:
o The tragic part of it all is that during the past one hundred years or so,
people have been over managed but underled, as Warren Bennis, the
American leadership guru, would put it.
o Focusing on people as a strategic pivotal resource owes its early
beginnings to the combined research project of Harvard Elton Mayo and
Fritz Roethlisberger in the much celebrated Hawthrone Experiments.
Modules in Treating People
Module 1: Treat People with Dignity and Respect
o Rating/categorization Exercises
Reflect even for a moment how to rate or categorize people around
you in the most fundamental way in terms of their individual worth
or value and the corresponding dignity and respect a person with
such worth value deserves.
Module II: Expect Excellent Performance from People
o Self-Fullfiling Prophecy or Pygmalion Effect
The self fulfilling prophecy as a concept must have originated from
Greek Mythology.
In the history of interpersonal relations, the self-fulfilling prophecy or
Pygmalion effect is one of the most powerful form its ever
formulated. It was first prescribed as scientific idea by Robert K.
Module III: Decision Making Points
o Before you actually begin to rank your candidates, you should determine
the decision making options you will be using.these are:
A. Unanimous decision
Best used for a critical or high profile position. If many
people will have to work with a new employee should try for
a unanimous decision
B. majority decision
Best used for most jobs
C. input- only decision
Best used if manager or main interviewer understands the
position well, or if position involves contact with others.]
o Module IV: Be sensitive to your peoples feelings, moods and emotions
Employee morale: a factor in corporate success
High morale: high job satisfaction
Laying the groundwork for motivation
Developing a morale sensitivity
Understanding and adapting to change
Supporting notes and/or research data
o Module V: be open to your peoples thoughts, ideas and suggestions
The motivation appeal of open mindedness:
Paying attention and giving consideration to thoughts and
ideas of people you manage seem to be a little off
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