Managing people at work : a new paradigm for the 21st century /

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The organizational environment in the 21st century is not what it was in the 20th Century. It metamorphosed with bulk outsourcing and computer-based decision support tools, and easily coupled with low-cost PC hardware which has created improvements in the productivity of the people, resulting in the...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: Chemuturi, Murali (Autor), Chemuturi, Vijay (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Gistrup, Denmark ; Delft, The Netherlands : River Publishers, [2019]
Temas:
Personnel management.
Personnel Management
Personnel > Direction.
Personnel management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Preface xi
  • List of Figures xiii
  • List of Tables xv
  • 1 Introduction to People Management 1
  • 1.1 Introduction 1
  • 1.2 Estimate the Requirement for People 1
  • 1.3 Acquire the Required Human Resources 3
  • 1.4 Induct the Acquired People 3
  • 1.5 Motivate the Team Members Towards Higher Levels of Achievement 4
  • 1.6 Discipline the People as Needed 6
  • 1.7 Develop and Mentor People for Shouldering Higher Responsibilities 7
  • 1.8 Performance Appraisals 8
  • 1.9 Release of the Employee 9
  • 1.10 Some Best Practices in People Management 10
  • 1.11 Handling Difficult People 11
  • 1.11.1 Classification of Difficult People 12
  • 1.11.2 Two-timer 12
  • 1.11.3 Backstabber 12
  • 1.11.4 First Chapter Expert 13
  • 1.11.5 The Martyr 13
  • 1.11.6 Prima Donna 14
  • 1.11.7 The Manipulator 14
  • 1.11.8 The Gossip 15
  • 1.11.9 Breather-down-the Neck 15
  • 1.11.10 Buck-stopper 15
  • 1.11.11 No-man 16
  • 1.11.12 Mr. Justice 16
  • 1.11.13 The Carrier Pigeon 17
  • 1.11.14 Final Words on Handling Difficult People 17
  • 2 Organizational Framework 19
  • 2.1 Introduction 19
  • 2.2 Championing the Organizational HR Processes 20
  • 2.3 Funding 21
  • 2.4 Support Systems 23
  • 2.5 Technical and Managerial Processes 26
  • 2.6 Reward and Discipline System 28
  • 2.7 Improvement of the Organizational Framework 29
  • 2.8 Knowledge Management 30
  • 2.9 Human Resources Development 30
  • 2.10 Conclusion 31
  • 3 Capacity Planning 33
  • 3.1 Introduction 33
  • 3.2 Basics of Capacity Planning 37
  • 3.3 Line Balancing 39
  • 3.4 Utilizing Excess Capacity During Troughs of Workload 41
  • 3.5 Capacity Planning in the Software Development Industry 41
  • 3.6 Capacity Planning for the Organization 44
  • 3.7 Capacity Planning for Marketing Department 45
  • 3.8 Capacity Planning of Projects (Delivery) Department 46
  • 3.9 Capacity Planning for Software Quality Assurance 47
  • 3.10 Capacity Planning for PMO 50
  • 3.11 Capacity Planning for Training 51
  • 3.12 Capacity Planning for Finance 51
  • 3.13 Capacity Planning for Systems Administration Department 53.
  • 3.14 Capacity Planning for Helpdesk 55
  • 3.15 Capacity Planning for HRD 55
  • 3.16 Final Words about Capacity Planning 57
  • 4 Human Resources Planning 59
  • 4.1 Introduction to Planning 59
  • 4.2 Definition of Planning 62
  • 4.3 Introduction to HR Planning 63
  • 4.4 Types of Human Resources 64
  • 4.5 Activities of HR Planning 64
  • 4.6 Process of HR Planning 71
  • 4.7 Issues in HR Planning 73
  • 4.8 Best Practices in HR Planning 74
  • 4.9 Pitfalls in HR Planning 75
  • 5 Acquisition of Human Resources 77
  • 5.1 Strategies for Human Resource Acquisition 77
  • 5.2 Transient Vs. Regular 81
  • 5.3 Policies for Recruitment 82
  • 5.4 Sources of Human Resources 86
  • 5.5 Recruitment Methods 93
  • 5.6 Recruitment Process 96
  • 5.6.1 Steps in Recruiting Resources from Outside the Organization 98
  • 5.7 Recruitment Pipeline 107
  • 5.8 Intra-organizational Acquisition 109
  • 5.9 Pitfalls in Resource Acquisition 112
  • 5.10 Best Practices in Resource Acquisition 115
  • 6 Managing People at Work 117
  • 6.1 Introduction 117
  • 6.2 Nature of Work in Software Development Organizations 117
  • 6.3 Executing a Software Project 119
  • 6.4 Work Management 126
  • 6.5 Allocation to the Project 127
  • 6.6 Goals of Work Management 137
  • 6.7 Conclusion 138
  • 7 Employee Relations 139
  • 7.1 Introduction 139
  • 7.2 Functions of Employee Relations 140
  • 7.3 Organizational Framework 140
  • 7.4 Salary Administration 142
  • 7.5 Administration of Leave of Absence 142
  • 7.6 Maintenance of Leave Records 145
  • 7.7 Career Management 147
  • 7.8 Ensure Compliance to Statutory Framework 152
  • 7.9 Grievance Resolution 155
  • 7.10 Working from Home 159
  • 7.11 Software Usage for Employee Relations Function 161
  • 8 Salary Administration 163
  • 8.1 Introduction 163
  • 8.2 Organizational Framework in Salary Administration 163
  • 8.3 Regular Salary Administration 166
  • 8.4 Salary Reviews 172
  • 8.5 Implementing the Pay Hikes 182
  • 8.6 Terminal Benefits 183
  • 9 Motivation and Morale Management 187.
  • 9.1 Introduction 187
  • 9.2 The Hawthorne Experiment 190
  • 9.3 Two-factor Theory 191
  • 9.4 Hierarchy of Needs by Professor Abraham Maslow 193
  • 9.5 Vroom's Expectancy Theory 195
  • 9.6 Carrot-and-stick Theory 196
  • 9.7 Stimulus-response Theory 197
  • 9.8 Behavioral Correction 198
  • 9.9 Day-to-day Motivation 199
  • 9.10 Morale 200
  • 9.11 Rectification of Poor Morale 204
  • 9.12 Preventing Poor Morale 205
  • 9.13 Morale at the Organizational Level 207
  • 9.14 Management of Motivation and Morale 208
  • 10 Performance Management 211
  • 10.1 Introduction 211
  • 10.2 Dimensions of Performance Management 212
  • 10.2.1 Facilitate Better Performance Management 213
  • 10.2.2 Measuring the Performance 215
  • 10.2.3 Performance Improvement 220
  • 10.2.4 Performance Appraisal 225
  • 10.3 Evolution of Performance Appraisals 228
  • 10.4 Content of Performance Appraisals 230
  • 10.5 Errors in Appraisals 233
  • 10.6 Prerequisites for Effective Performance Appraisals 234
  • 10.7 Quality Assurance of Performance Appraisals 235
  • 10.8 Process for Administering Performance Appraisals 236
  • 11 Skill Retention and Development 239
  • 11.1 Introduction 239
  • 11.2 Skill Retention 240
  • 11.3 Skill Development 241
  • 11.4 Vehicles for Skill Development 242
  • 11.5 Components of a Skill Retention/Development Program 252
  • 11.6 Evaluation of Participant Reception of the Course 260
  • 11.7 Quality Assurance in Conducting the Skill Retention/Development Programs 263
  • 12 Attrition Management 265
  • 12.1 Introduction 265
  • 12.2 Reasons for Attrition 265
  • 12.3 Modes of Attrition 275
  • 12.4 Modes of Organization-Initiated Attrition 278
  • 12.5 Release Prerequisites 280
  • 12.6 Release Activities 286
  • 12.7 Attrition Planning 288
  • 13 HR Department 291
  • 13.1 Introduction 291
  • 13.2 HR Department Functions 291
  • 13.3 Factors Influencing the HRD Organization 301
  • 13.4 HR Department Organization 302
  • 13.5 Staffing the HR Department 307
  • 13.6 Performance Measurement of HR Department 309.
  • 14 Roles and Responsibilities in Managing People at Work 313
  • 14.1 Introduction 313
  • 14.2 Stakeholders in People Management 313
  • 15 Process Definition and Improvement for People Management 331
  • 15.1 Introduction 331
  • 15.2 Process 332
  • 15.3 The Steps in Implementing a Process in an Organization 333
  • 15.3.1 Process Definition 333
  • 15.3.1.1 Building quality into the defined process 335
  • 15.3.1.2 Aligning the process with a process model such as ISO 9000/CMM 336
  • 15.3.2 Process Implementation 337
  • 15.3.3 Process Stabilization 337
  • 15.3.4 Process Improvement 339
  • 15.4 Components of a Process 341
  • 15.5 Process Certification 342
  • 15.5.1 Role of Top Management in Process Improvement 343
  • 15.5.2 Role of Supervisors/Managers 344
  • Index 345
  • About the Authors 351.

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