Group Project Assignment: Metfone Company

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HRM Slide Presentation

 








 National University of Management

                               ––––&&————

 

 

 

 

 

 

Group Project Assignment

 

Metfone Company

 

Subject : Human Resources Management (HRM)

 

Introduced by Senior Lecturer : Nhek Sokun              

 

 

Group Members :    Sok Kheng

Seak Sovan Ponleu

Chhoy Piseth

Chamroeun Madonith

Neak Bunthon

 

Class : 13F

Generation: 17

Shift : Evening

              

 

 

 

 

Academic : 2014 - 2015


Contents

 

1.     Introduction

1.1           Company background/History

1.2           Major Products / Services

1.3           Major Markets / Customers

1.4           Location, and Current address of Organization / Company

1.5           Value, Vision, Mission

 

2.     Literature Review

2.1           Job Analysis

2.2           Human Resource Planning

2.3           Recruitment

2.4           Selection

2.5           Training and Development

2.6           Performance Appraisal

2.7           Compensation

2.8           Employee and Labor Relations

 

3.     HRM Practices of Organization / Company

 

4.     Conclusion and Recommendation

·     Bibliography / Reference


1.   Introduction (Metfone Company)

 

              Metfone officially launched its telecom services on 19th February 2009 in Cambodia. At the time of Metfone launching, there were already 07 other mobile operators, three out of them, including Mobitel, Mfone and TMIC, came to Cambodia around 10 years ago. They almost mastered this market. For years, Cambodia market has been led by Mobitel (a joint venture between Cambodia Royal Group and Millicom) with more than 50% market share. However, except little expansion by Mfone to rural areas along the national roads, other operators concentrated their network in urban and main cities only. Most of them chose microwave transmission to develop their network.


Metfone’s Products and Services such as:

 

-  Internet have ADSL and FTTH
- International Service: International call, International Roaming and SMS
- Mobile Internet Data Plan
- Call and SMS service
- Imuzik Service 1772
- E-money service for transfer money, Pay bill, Cash in and out…

 

Metfone Company’s Vision and Mission:  

 

We strive to strengthen our position in the competitive telecommunication company industry in order to achieve a more positive growth in the years ahead.

 

     Vision: is to be Cambodia's leading telecom providing.

Mission: To be recognized as the company with international standards which is committed to providing honest, efficient and courteous customer service generating sustainable growth and upholding transparency and accountability to our customers.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Address: No. 199, Street 245, Sangkat Toul Svayprey II, Khan Chamkarmorn, Phnom    Penh, Cambodia.

2.   Literature Review

 

2.1 Job Analysis’s Definition:

 

Job analysis is the systematic process for studying and collecting information pertaining to responsibilities, the skills, duties, and knowledge required to perform specific job in an organization or company.

 

Job analysis is a family of procedures to identify the content of a job in term of activities involved and attributes or job requirements needs to perform the activities. Job analysis provides information to organization, which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully. The process of job analysis involves the analyst describing the duties of the incumbent, then the nature and conditions of work, and finally some basic qualifications. The measure of a sound job analysis is valid task list. This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations. Subject matter experts and supervisors for the position being analyzed need to validate this final list in order to validate the job analysis. Job analysis is crucial for first, helping individuals develop their careers, and also for helping organizations develop their employees in order to maximize talent. The outcomes of job analysis are key influence in designing learning, developing performance interventions and improving processes. The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future.

 

Ø  Job Analysis is divide into two kinds are:

 

v Job Description (JD) talks about duties, responsibilities, and working conditions that are related to the job.

 

v Job Specification (JS) talk about knowledge, skill, ability, work experiences, and education that are required to have in order to perform with a specific job in organizations or companies.

 

Ø  Writing the job description will also help you determine whether you need a part or full-time employees, whether the person should be permanent or temporary, and whether you could use an independent contractor to fill the positions.

Ø  Knowledge, skills, abilities and other characteristics (KSAOs)

Regardless of which approach to job analysis is taken, the next step in the process is to identify the attributes—the KSAOs that an incumbent needs for either performing the tasks at hand or executing the human behaviors described in the job analysis.

·       Knowledge: "A collection of discrete but related facts and information about a particular domain...acquired through formal education or training, or accumulated through specific experiences."

·       Skill: "A practiced act"

·       Ability: "The stable capacity to engage in a specific behavior"

·       Other characteristics: "Personality variables, interests, training, and experiences" 

Ø  Methods

Finally, once the appropriate KSAOs are identified, tests and other assessment techniques can be chosen to measure those KSAOs. Over the years, experts have presented several different systems and methods to accomplish job analysis. Many forms of systems are no longer in use, but those systems that still exist have become increasingly detailed over the decades with a greater concentration on tasks and less concentration on human attributes. That trend, however, has reversed in recent years for the better.

There are several ways to conduct a job analysis including: interviews with incumbents and supervisors, work methods of analysis can be laborious and time consuming, and there is always a tendency on the part of management to over analyze some jobs and under analyze some others. These traditional job analysis methods include: one-on-one interviewing; behavioral event interviews; phone interviews; surveys; work assessments; Developing a Curriculum (DACUM); job analysis worksheets; observations and procedural review. Job analysis is speed of reality. Amherst, Mass.: HRD Press. All of these methods can be used to gather information for job analysis. The DACUM process developed in the late 1960s has been viewed as the fastest method used, but it can still take two or three days to obtain a validated task list.

1.    Observation: This was the first method of job analysis. The process involves simply watching incumbents perform their jobs and taking notes. The more jobs one seriously observes, the better one's understanding becomes of both the jobs in question and work in general.

2.    Interviews: It is essential to supplement observation by talking with incumbents. These interviews are most effective when structured with a specific set of questions based on observations, other analyses of the types of jobs in question, or prior discussions with human resources representatives, trainers, or managers knowledgeable about jobs.The interview method of gathering information requires that a manager or HR specialist visit each job site and talk with the employees performing each job. A standardized interview form is used most often to record the information. Frequently, both the employee and the employee’s supervisor must be interviewed to obtain a complete understanding of the job. 

 

C  Some typical interview questions include:

·      What is the job being performed?

·      What are the major duties of your job position? What exactly do you do?

·      What physical locations do you work in?

·      What are the education, experience, skill, and where applicable certification and license requirements?

·      In what activities do you participate?

·      What are the job’s responsibilities and duties?

·      What are the basic accountabilities or performance standards that typify your work?

·      What are your responsibilities? What are the environmental and working conditions

involved?

·      What are the job’s physical demands? The emotional and mental demands?

·      What are the health and safety conditions?

·      Are you exposed to any hazards or unusual working conditions?

 

The interview method can be quite time consuming, especially if the interviewer talks with two or three employees doing each job. Professional and managerial jobs often are more complicated to analyze and usually require longer interviews. For these reasons, combining the interview with one of the other methods is suggested.

3.    Critical incidents and work diaries: The critical incident technique asks subject matter experts to identify critical aspects of behavior or performance in a particular job that led to success or failure. The second method, a work diary, asks workers and/or supervisors to keep a log of activities over a prescribed period of time. They may be asked to simply write down what they were doing at 15 minutes after the hour for each hour of the work day. Or, they may list everything they have done up to a break.

 

4.    Questionnaires and surveys: Expert incumbents or supervisors often respond to questionnaires or surveys as a part of job analysis. These questionnaires include task statements in the form of worker behaviors. Subject matter experts are asked to rate each statement from their experience on a number of different dimensions like importance to overall job success, frequency performance and whether the task must be performed on the first day of work or can be learned gradually on the job. Questionnaires also ask incumbents to rate the importance of KSAOs for performing tasks, and may ask the subject matter experts to rate work context. Unlike the results of observations and interviews, the questionnaire responses can be statistically analyzed to provide a more objective record of the components of the job. To a greater and greater extent, these questionnaires and surveys are being administered online to incumbents.

 

5.     Position Analysis Questionnaire: The Position Analysis Questionnaire (PAQ) is a well-known job analysis instrument. Although it is labeled a questionnaire, the PAQ is actually designed to be completed by a trained job analyst who interviews the SMEs The PAQ was designed to measure job component validity of attributes presented in aptitude tests. Job component validity is the relationship between test scores and skills required for good job performance. There is 195 behavior-related statements in the PAQ divided into six major sections: information input, mental process, and works output, relationships with others, job context, and other job characteristics.

 

6.     Checklists: Checklists are also used as a job analysis method, specifically with areas like the Air Force. In the checklist method, the incumbent checks the tasks he or she performs from a list of task statements that describe the job. The checklist is preceded by some sort of job analysis and is usually followed by the development of work activity compilations or job descriptions. The scope of task statements listed depends upon the judgment of the checklist constructor.

 

 

 

 

 

 

Ø  Advantages and Disadvantages of Job Analysis Methods

Method

Advantages

Disadvantages

Observation

·        Firsthand information.

·        Simple to use.

·        Verifies data from other                               sources.

·        Useful for manual and psychomotor tasks.

·        Time consuming.

·        May bias worker performance.

·        Small sample size.

·        Requires skilled observer.

·        Validity & reliability may be problematic.

·        Not useful for jobs consisting of mostly mental tasks.

Interview

·        Incumbent describes work.

·        Can yield data about cognitive and psychomotor processes difficult to observe.

·        Qualitative data can be examined.

·        Works well for jobs with long job cycles.

·        Requires experienced interviewer and well-designed questions.

·        Difficult to combine data from disparate interviews.

·        Data gathered is subjective and should be verified.

·        May elicit extraneous data.

Critical Incident

·        Analysis is based on concrete behavior.

·        Scales require some expertise to develop.

Diary

·        Collects data as events happen.

·        Consistent and continuous entries may be difficult to obtain.

·        Data not in standardized format.

Checklist

·        Inexpensive.

·        Easy to administer.

·        May not include all important parts of work.

Questionnaire

·        Does not require trained interviewer.

·        Relatively less expensive.

·        Can reach more workers.

·        Data is standardized (structured).

·        May be difficult to construct.

·        May have low response rate.

·        Responses may be incomplete.

·        Responses may be difficult to interpret (open-ended).

Technical Conference

·        Data from experience is superior to observation.

·        Data is comprehensive.

·        SME's chosen for expertise and competence.

·        SME's may have trouble breaking work into tasks and describing work.

·        Time consuming.

·        Differences in opinion need to be resolved to consensus.

 

Ø  Six steps

                            

1.     Decide how to use the information since this will determine the data to collect and how to collect it. Some data collection techniques such as interviewing the employee and asking what the job entails are good for writing job descriptions and selecting employees for the job. Other techniques like the position analysis questionnaire do not provide qualitative information for job descriptions. Rather, they provide numerical ratings for each job and can be used to compare jobs for compensation purposes.

 

2.     Review appropriate background information like organization charts, process charts, and job descriptions. Organization charts show the organization-wide work division, how the job in question relates to other jobs, and where the job fits in the overall organization. The chart should show the title of each position and, through connecting lines, show reports to whom and with whom the job incumbent communicates. A process chart provides a more detailed picture of the workflow. In its simplest, most organic form, a process chart shows the flow of inputs to and outputs from the job being analyzed. Finally, the existing job description (if there is one) usually provides a starting point for building the revised job description.

 

3.   Select representative positions. This is because there may be too many similar jobs to analyze. For example, it is usually unnecessary to analyze jobs of 200 assembly workers when a sample of 10 jobs will be sufficient.

 

4.     Actually analyze the job by collecting data on job activities, necessary employee behaviors and actions, working conditions, and human traits and abilities required to perform the job. For this step, one or more than one methods of job analysis may be needed.

 

5.      Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employee's acceptance of the job analysis data and conclusions by giving that person a chance to review and modify descriptions of the job activities.

 

6.     Develop a job description and job specification. These are two tangible products of the job analysis process. The job description is a written statement that describes the activities and responsibilities of the job as well as its important features such as working conditions and safety hazards. The job specification summarizes the personal qualities, traits, skills, and background required for completing a certain job. These two may be completely separate or in the same document.

 

2.2    Human Resource Planning

 

Definition:

 

The HR Processes are the basis for the management of the client satisfaction with Human Resources. When the clients understand the HR Processes and how they are connected and how the HR Processes interact, they feel comfort and the satisfaction level increases.

 

The modern HR Processes are measured and constantly monitored as HR identifies the gaps in the processes and it brings the real improvements for the benefit of the organization.

 

HR Planning is the process for analyzing and identifying the needs for and availability of HR required for the organization to meet its objectives.

 

Human resource is the most important asset of an organization. Human resources planning are the important managerial function. It ensures the right type of people, in the right number, at the right time and place, who are trained and motivated to do the right kind of work at the right time, there is generally a shortage of suitable persons.

The needs will be met. If required manpower is not available then the work will suffer. Developing countries are suffering from the shortage of trained managers. Job opportunities are available in these countries but properly trained personnel are not available. These countries try to import trained skill from other countries.

In order to cope human resource requirements, an enterprise will have to plan in advance its needs and the sources. The terms human resource planning and manpower planning are generally used interchangeably. Human resource planning is not a substitute for manpower planning. Rather the latter is a part of the former i.e., manpower planning is integrated with human resource planning.

 

2.3    Recruitment

 

Recruitment’s Definition:

 

Recruitment synonymous with "hiring" in American English, refers to the overall process of attracting, selecting and appointing suitable candidates for jobs within an organization, either permanent or temporary, unpaid positions, such as voluntary roles or training program. Managers, human resource generalists and recruitment specialists may recruit in-house, while public-sector employment agencies, commercial recruitment agencies, or specialist search consultancies may undertake parts of the process. Internet-based technology supports all aspects of recruitment has become widespread.

Or we can say that Recruitment is the process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualification, and encouraging them to apply for jobs with an organization and Recruitment has two kind:

 

Ø     Internal Recruitment

Ø     External Recruitment

 

2.3.1       Internal Recruitment:

Internal recruitment refers to the process of a candidate being selected from the existing workforce of a company to take up a new job in the same organization, perhaps as a promotion, or to provide career development opportunity, or to meet a specific or urgent organizational need. Advantages include the organization's familiarity with the employee and their competencies insofar as they are revealed in their current job, and their willingness to trust said employee. It can be quicker and have a lower cost to hire someone internally. A temporary internal appointment for a period of a few months sometimes occurs, after which the employee would normally be expected to return to their previous job. And the job opening should be posted for a specific time before external recruitment begins.

 

Internal hire may refer to the hiring of someone into a position that is at the same organizational level or salary from another, similar organization or to an employee moving from one position to another within the same organization, possibly luring them with a better salary and the promise of better career opportunities.

 

Many employers undertake their own internal recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, internal recruiters may advertise job vacancies on their own website and other job boards.

 

An internal recruiter is member of a company or organization and typically works in the human resources department. Internal recruiters may be multifunctional, serving in an HR generalist role or in a specific role focusing all their time on recruiting. Activities vary from firm to firm but may include, screening CVs or résumés, conducting aptitude or psychological testing, interviewing, undertaking reference and background checks, hiring; administering contracts, advising candidates on benefits, onboarding new recruits and conducting exit interviews with employees leaving the organization. They can be permanent employees or hired as contractors for this purpose. Contract recruiters tend to move around between multiple companies, working at each one for a short stint as needed for specific hiring purposes. The responsibility is to filter candidates as per the requirements of each client.

 

2.3.2   External Recruitment:

External recruitment is the assessment of an available pool of job candidates, other than existing staff, to see if there are any sufficiently skilled or qualified to fill and perform existing job vacancies. It is the process of searching outside of the current employee pool to fill open positions in an organization. External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business. And the methods of external recruitments are:

 

Ø  Advertising:

It is a way of communicating the firm’s employment needs to the public through media such as radio, TV, newspaper, magazine, leaflets, and social networks. The firm should give prospective employees an accurate picture of the job and organization. The ad must tell potential employees why they should be interested in that particular job and organization. And the new trend is Internet advertising.

Ø  Internet recruitment services:

Recruitment websites:

Recruitment websites have two main features: job boards, usually with a job search engine, a meta-search engine, which searches across multiple websites, and a résumé or curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, e-recruitment has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, which want to e-enable entirely or partly their recruitment process in order to improve business performance.

 

The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online. Online sites may not attract the "passive" candidates who might respond favorably to an opportunity presented to them through other means. Some candidates who are actively looking to change jobs may be hesitant to put their resumes on the job boards, for fear that their companies, co-workers, customers or others might see their resumes.

 

Ø  Social recruitment:

Social recruiting is the use of social media for recruiting including sites like Facebook and Twitter. It is a rapidly growing sourcing technique, especially with middle-aged people.

Mobile social recruiting is rapidly expanding. Career Builder ran a survey of the Fortune 500 companies and discovered that 39% of people in the United States use tablet computers. Another recent survey done by Bongthom.com revealed that 43% of candidate research company policy, culture, and history all within the fifteen-minute time period before an interview begins. However, 80% of Fortune 500 companies fail to use mobile-optimized career sites.

 

Ø  Special Event:

 

A recruitment method that involves an effort on the part of a single employer or group of employers to attract a larger number of applicants for interviews (Like Job Fairs).

 

2.3.3   The advantages and Disadvantages of Internal Recruitment:

Ø  Advantages of Internal Recruitment:

 

Ø  Candidates are already oriented to the organization

Ø  Reliable information is available about candidates

Ø  Cheaper and quicker to recruit

Ø  Good performance is rewarded

Ø  People already familiar with the business and how it operates

Ø  People already familiar with the business and how it operates

Ø  Business already knows the strengths and weaknesses of candidates

 

Ø  Disadvantages of Internal Recruitment:

 

v    Expensive training may be necessary

v    No new ideas can be introduced from outside

v    Selection is more susceptible to office politics

v    Candidates’ current work may be disrupted

 

Ø  Advantages of External Recruitment:

 

v    Candidates may be familiar with competitors

v    Candidates are a potential source of new ideas

v    Candidates may have broader experience

v    Candidates may have new specialties

v    Give a chance to the new candidates

 

Ø  Disadvantages of External Recruitment:

 

v  The recruitment process may be expensive and take time

v  The new employees may have a slower start because of the need for orientation to the organization.

v  The probability of mistake is higher because of less reliable information

v  Potential internal candidates may be resentful.

 

2.4    Selection

 

Selection is the process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can rang from a very simple process to a very complicated process depending on the firm hiring and the position. Certain employment laws such as anti-discrimination laws must be obeyed during employee selection. Or in simple way, selection is the process of choosing from a group of applicants the individual best suited for a particular position and an organization or the goal of the selection process is to properly match people with jobs and the organization. During the selection, individuals can be over-qualified, under-qualified, or do not fit either the job or the organization’s culture probably lead to leave the firm. Companies have the never-ending task of interviewing, selecting and hiring employees. However, despite the repetitiveness and skill of a company’s human resources department, selecting the right individual for a job is extremely challenging. Making the wrong choice can also be costly. So there are several steps of selecting employees and those are notification, reviewing, screening, interviewing, selection, and testing.

 

·       Notification

 

The employee selection process usually starts with a manager or boss commissioning human resources to fill a new or vacant position. The manager must first decide what qualifications he/she desires in a job candidate. For example, should the person have a college degree, or how many years of relevant experience is necessary? Once the manager establishes the job requirements, the human resources department places ads in the local newspaper and online. Sometimes, human resources use a headhunter to find candidates, someone who often specializes in a certain field, such as sales.

 

·       Reviewing

 

Review resumes and match each candidate's background to the job requirements. Companies sometimes receive hundreds of resumes for an ad. However, human resources may only consider a half dozen. During bad economic periods, a number of candidates may have an education and experience that exceed the qualifications for the job. Contrarily, it may be tougher to find qualified candidates during good economic times. Nevertheless, human resources and the hiring manager must determine how many candidates they can realistically bring in for an interview.

 

·       Screening

 

The employment selection process may actually include a screening interview, especially if a job candidate lives out of town. Human resources will usually conduct the screening interview over the telephone, according to the Virginia Tech article on its website titled "Telephone Interviews & Screening". Screening interviews can help narrow the field of candidates. A telephone interview also helps a company determine if the candidate has the necessary qualifications to warrant flying him in for an interview.

 

·       Interviewing

 

One of the most important facets of the employment selection process is the face-to-face interview. Companies have different procedures for personal interviews. Some companies prefer to have all-day interviewing sessions, where job candidates meet with a different person each hour. During this time, companies may have the candidates meet with human resources, the hiring manager and other employees. Another option is having candidates meet with key personnel one day, then inviting them back for second to meet with some executives.

 

·       Selection

 

The hiring manager will usually ask for feedback from human resources and other employees who interview the job candidates. The hiring manager may also review her notes, or decide which candidate would fit best in the open position. Qualifications are only one consideration. The hiring manager will usually select someone with whom she can work, whether it is the candidate's personality or work ethic.

 

·       Testing

 

The employee selection process can also include testing before a candidate is actually hired. Some companies require drug screening to make sure candidates do not have a drug addiction. Employees who work in the insurance industry may need to take a psychological test to determine if insurance is the appropriate career choice for them. Subsequently, after the drug or personality test, the company makes an offer to the chosen candidate.

 

Selection candidate

2.5    Orientation and Training Methods

According to the Michel Armstrong, “Training is systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or job.

The principal objective of training is to make sure the availability of a skilled and willing workforce to the organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Social.

    • Individual Objectives – These objectives are helpful to employees in achieving their personal goals, which in turn, enhances the individual contribution to the organization.
    • Organizational Objectives – Organizational objectives assists the organization with its primary objective by bringing individual effectiveness.
    • Functional Objectives – Functional objectives are maintaining the department’s contribution at a level suitable to the organization’s needs.
    • Social Objectives – Social objectives ensures that the organization is ethically and socially responsible to the needs and challenges of the society.

Further, the additional objectives are as follows:

    • To prepare the employees both new and old to meet the present as well as the changing requirements of the job and the organization.
    • To prevent obsolescence.
    • To impart the basic knowledge and skill in the new entrants that they need for an intelligent performance of a definite job.
    • To prepare the employees for higher level tasks.
    • To assist the employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields.
    • To build up a second line of competent officers and prepare them to occupy more responsible positions.
    • To ensure smooth and efficient working of the departments.
    • To ensure economical output of required quality.

TYPES OF TRAINING AND DEVELOPMENT PROGRAMS WHICH ARE PROVIDED TO THE EMPLOYEE:

Different practices are followed in different industries and in different organizations too. So, the need of training and development programs is depending up on the requirements of the job profile. Therefore there are various types of programs shared by different authors. The types of training and development programs are as follows:

Types of Training:  

On- the -Job Training

Job Instructions

Apprenticeship & Coaching

Job Rotation
Committee Assignment

Internship Training
Training through step by step

Off –the- Job Training

Programmed Instructions

Class Room Lectures Simulation

Exercises

- Business Games

-  Case Study Method

-  Audio- visual Method

-  Experiential Exercises

-  V estibule training

-  Computer Modelling

-  Behavioural Modelling

-  Role Playing

-  Conference/ Discussion Method

-  Workshop / Seminars

 

2.6     Performance Appraisal Methods and Responsibilities

 

Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health. Assessment should be confined to past as well as potential performance also. The second definition is more focused on behaviors as a part of assessment because behaviors do affect job results.

 

Objectives of Performance Appraisals

·       to increase professional development, skill level and performance of each employee;

·       to strengthen working relationships between supervisor and employee;

·       to clarify job duties and responsibilities;

·       to establish mutually understood standards for measuring performance and

·        to aid in promotion, retention and salary decisions.

4 Goals of Performance Appraisals

 

General Goals

Specific Goals

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Developmental Use

Individual needs

Performance feedback

Transfers and Placements

Strengths and Development needs

Administrative Decisions / Uses

Salary

Promotion

Retention / Termination

Recognition

Lay offs

Poor Performers identification

Organizational Maintenance

HR Planning

Training Needs

Organizational Goal achievements

Goal Identification

HR Systems Evaluation

Reinforcement of organizational needs

Documentation

Validation Research

For HR Decisions

Legal Requirements

 

Performance Appraisal Process

 

1.    Objectives definition of appraisal

2.    Job expectations establishment

3.    Design an appraisal program

4.    Appraise the performance

5.    Performance Interviews

6.    Use data for appropriate purposes

7.    Identify opportunities variables

8.    Using social processes, physical processes, human and computer assistance

 

Difference between Traditional and Modern (Systems) approach to Appraisals

 

Categories

Traditional Appraisals

Modern, Systems Appraisals

Guiding Values

Individualistic, Control oriented, Documentary

Systematic, Developmental, Problem solving

Leadership Styles

Directional, Evaluative

Facilitative, Coaching

Frequency

Occasional

Frequent

Formalities

High

Low

Rewards

Individualistic

Grouped, Organizational

 

TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS

 

Numerous methods have been devised to measure the quantity and quality of performance appraisals. Each of the methods is effective for some purposes for some organizations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or an employee.

 

Broadly all methods of appraisals can be divided into two different categories.

 

•      Past Oriented Methods

•      Future Oriented Methods

 

Past Oriented Methods

 

1.    Rating Scales: Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – Rater’s biases

 

2.    Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages – economy, ease of administration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings

 

3.    Forced Choice Method: The series of statements arranged in the blocks of two or more are given and the rater indicates which statement is true or false. The rater is forced to make a choice. HR department does actual assessment. Advantages – Absence of personal biases because of forced choice. Disadvantages – Statements may be wrongly framed.

 

4.    Forced Distribution Method: here employees are clustered around a high point on a rating scale. Rater is compelled to distribute the employees on all points on the scale. It is assumed that the performance is conformed to normal distribution. Advantages – Eliminates Disadvantages – Assumption of normal distribution, unrealistic, errors of central tendency.

 

5.    Critical Incidents Method: The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages – Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces regency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment.

 

6.    Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques.

7.    Field Review Method: This is an appraisal done by someone outside employees’ own department usually from corporate or HR department. Advantages – Useful for managerial level promotions, when comparable information is needed, Disadvantages – Outsider is generally not familiar with employees work environment, Observation of actual behaviors not possible.

8.    Performance Tests & Observations: This is based on the test of knowledge or skills. The tests may be written or an actual presentation of skills. Tests must be reliable and validated to be useful. Advantage – Tests may be apt to measure potential more than actual performance. Disadvantages – Tests may suffer if costs of test development or administration are high.

9.    Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance, self expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. The system is highly secretive and confidential. Feedback to the assesse is given only in case of an adverse entry. Disadvantage is that it is highly subjective and ratings can be manipulated because the evaluations are linked to HR actions like promotions etc.

10.  Essay Method: In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promote ability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage – It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters.

11.  Cost Accounting Method: Here performance is evaluated from the monetary returns yields to his or her organization. Cost to keep employee, and benefit the organization derives is ascertained. Hence it is more dependent upon cost and benefit analysis.

12.  Comparative Evaluation Method (Ranking & Paired Comparisons): These are collection of different methods that compare performance with that of other co-workers. The usual techniques used may be ranking methods and paired comparison method.

•      Ranking Methods: Superior ranks his worker based on merit, from best to worst. However how best and why best are not elaborated in this method. It is easy to administer and explanation.

•      Paired Comparison Methods: In this method each employee is rated with another employee in the form of pairs. The number of comparisons may be calculated with the help of a formula as under. N x (N-1) / 2

Future Oriented Methods

1.    Management By Objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. MBO process goes as under.

•    Establish goals and desired outcomes for each subordinate

•    Setting performance standards

•    Comparison of actual goals with goals attained by the employee

•    Establish new goals and new strategies for goals not achieved in previous year.

Advantage – It is more useful for managerial positions.

Disadvantages – Not applicable to all jobs, allocation of merit pay may result in setting short-term goals rather than important and long-term goals etc.

2.    Psychological Appraisals: These appraisals are more directed to assess employees potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations. It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance. This approach is slow and costly and may be useful for bright young members who may have considerable potential. However quality of these appraisals largely depend upon the skills of psychologists who perform the evaluation.

3.    Assessment Centers: This technique was first developed in USA and UK in 1943. An assessment center is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. It is more focused on observation of behaviors across a series of select exercises or work samples. Assessees are requested to participate in in-basket exercises, work groups, computer simulations, role playing and other similar activities which require same attributes for successful performance in actual job. The characteristics assessed in assessment center can be assertiveness, persuasive ability, communicating ability, planning and organizational ability, self confidence, resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability, creativity and mental alertness etc. Disadvantages – Costs of employees traveling and lodging, psychologists, ratings strongly influenced by assessee’s inter-personal skills. Solid performers may feel suffocated in simulated situations. Those who are not selected for this also may get affected.

Advantages – well-conducted assessment center can achieve better forecasts of future performance and progress than other methods of appraisals. Also reliability, content validity and predictive ability are said to be high in assessment centers. The tests also make sure that the wrong people are not hired or promoted. Finally it clearly defines the criteria for selection and promotion.

4.    360-Degree Feedback: It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. In fact anyone who has useful information on how an employee does a job may be one of the appraisers. This technique is highly useful in terms of broader perspective, greater self-development and multi-source feedback is useful. 360-degree appraisals are useful to measure inter-personal skills, customer satisfaction and team building skills. However on the negative side, receiving feedback from multiple sources can be intimidating, threatening etc. Multiple raters may be less adept at providing balanced and objective feedback.

2.7        Compensation – Salary/Wage/Incentives/Benefits

Base Wage or Salary:

Is the hourly, weekly, or monthly pay that employees receive for their work?

Incentives:

Are rewards offered in addition to the base wage or salary and usually directly related to performance.

Examples of incentives include bonuses, commissions, and profit sharing and piece rate plans.

Benefits:

Are rewards that employees receive as a result of their employment and position with an organization such as paid vocation, health insurance, life insurance, retirement pension. 

 Compensation policies

1.   Pay Leaders:

a.    Organization that pay higher wages and salaries than competing firms.

b.   Using this strategy, they feel that they will be able to attract high-quality, productive employees with the result of achieving lower per unit labor costs.

c.    Higher paying firms usually attract more and better-qualified applicants than do lower paying companies in the same industry.

 

2.   Market (going) Rate:

a.    Many organizations have a policy that call for paying the market rate.

b.   In such firms, management believes that it can employ qualified people and still remain competitive by not having to raise the price of goods or service.

c.    The average pay that most employers provide for the same job in a particular area or industry.

d.   Employers with this policy evidently believe they can acquire the skill needed for their particular operations.

 

3.   Pay Followers:

a.    Companies that choose to pay below the going rate because of a poor financial condition or a belief that they simply do not require highly capable employees.

b.   Results to hiring unproductive workers, high turnover rate of qualified workers, and bad customer service.

Compensation for Individual

-        Conditions that favor the use of individual incentive plans are:

-        Individual performance must be able to be identified and isolated by the nature of the job performed.

-        A substantial amount of independent work must be performed, allowing individual contributions to be identified.

-        Individual incentive systems that attempt to relate individual effort to pay.


Individual incentive systems that attempt to relate individual effort to pay.

a.     Straight Piece-Rate System: is a pay system in which wages are determined by multiplying the number of units produced by the piece-rate for one unit.

b.     Differential Piece-Rate System: Pays employees one piece-rate wage if they produce less than a standard output and a higher piece-rate wage if they produce more than the standard.

 

Compensation for Sales People

a.     Straight Commission:

v Is a true incentive-based pay plans.

v Sales-peoples are paid based on a percentage of their total sales.    

v Their income is a function of their productivity.

v Those salespeople who produce highly are paid substantially.

v Those whose productivity, measured in total sales, is low receive compensation

 

b.     Salary Plus Commission:

v Under this form of incentive plan, salespeople are paid a regular salary plus commission on their sales.

v The commission rate on sales is generally lower than found under the other pay plans because the organization is providing a guaranteed minimum salary.

 

Compensation for Sales People

a.      Bonuses:

v Reward is offered on a one-time basis for high performance.

v One method of determining an employee’s annual bonus is to compute it as a percentage of the individual’s base salary.

v Often such programs pay bonuses only if specific individual and organizational objectives are achieved.

 

Compensation for Management and Executives

 

a.     Merit Pay:

v Is probably the most frequently used method of rewarding managerial performance.

v At some designated time during each year, organizations adjust the wages of their managerial personnel.

v This adjustment is usually accomplished through a cost of living raise (COLA) and merit pay. The COLA is frequently a standard percentage of salary or a lum- sum which is allocated across the board.

v The merit pay is based on individual performances as reflected through performance appraisals.

 

b.     Bonuses:

v  After merit pay, bonuses are the most common form of managerial and executive incentives used.

v  For managerial personnel, bonuses typically tie performance to pay over a specified time period, such as one year.

v Managers who perform above average during the prescribed period are rewarded with a cash bonus based on a predefined percentage of their base salary.

v This percentage typically ranges from 20 percent of base salary in the case of lower level managers to 80 percent for senior level executives.

c.      Stock Options:

v Give executives the right to buy a stated number of shares of company stock for a fixed price at a future date as long as they are still employed by organization.

v  The price agreed on is usually close to the market price per share at the time the option is issued.

Compensation for Special Groups

a.     Profit Sharing:

v Is a compensation plan that results in the distribution of a predetermined percentage of the firm’s profit to employees.

v Many firms use this type of plan to integrate the employee’s interests with those of the company.

v Profit sharing plan can aid in recruiting, motivating, and retaining employees, and these actions usually enhance productivity.

b.     Gain Sharing Plan:

v Plans are incentive plans that engage many or all employees in a common effort to achieve a company’s productivity objectives, with any resulting cost-savings gains shared among employees and the company improves productivity.

c.      Employee Stock Ownership Plans (ESOP):

v Is a form of stock option plan in which an organization provides for purchase of its stock by employees at a set price for a set time period based on their length of service and salary and the profits of the organization.

v An ESOP is established when the company sets up a trust, called an employee stock ownership trust (ESOT), to acquire a specified number of shares of its own stock for the benefit of participating employees.

v The trust borrows a sum of money to purchase a specified number of shares of the adopting company’s stock and generally, the loan is guaranteed by the adopting company.

2.8 Employee and Labor Relations

The Employee and Labor Relations function of the Human Resources Department is commonly associated with matters such as investigations, counseling and disciplinary actions, but that certainly is not its primary mission. This critical HR component operates as a nexus between staff and management, bridging gaps that oftentimes seem insurmountable to either party. Through various forms of intervention, including problem-solving, mediation, training and counseling, Labor Relations offers balanced advocacy to management and individual employees to protect their respective rights and facilitate a more harmonious work environment. 

            I.    Forms of Bargaining Structures

·       One company dealing with a single union

·       Several companies dealing with single union

·       Several unions dealing with a single company

·       Several companies dealing with several unions

          II.     Collective Bargaining Process

·       Bargaining issues

·       Negotiation

·       Negotiation breakdown

·       Reaching the agreement

·       Ratifying the agreement

·       Administration of the agreement

·       Preparing for negotiation

        III.     The Unions Weapons

·       During the strike, workers forego their regular pay and must rely upon union strike funds in order to survive.

·       Is a work stoppage designed to cause economic hardship for the employer.

·       It is important to note that employees do not quit their positions because they do expect to get their jobs and seniorities back when the dispute is settled.

·       Picketing: In order to promote the effectiveness of the strike, workers usually walk around a plant trying to persuade others not to enter its facilities or buy from the company. 

·       Boycott: This is a refusal on the part of the employees to buy the product of the employer and may be:

Ø  A primary boycott carried out by employees against the plant itself, or

Ø  A secondary boycott, where on union, on behalf of another union, refuses to purchase the product. 

       IV.     Management’s Weapons

·       Lockouts: This situation occurs when an employer refuses to allow workers to enter the company until an agreement is reached.

·       Strikebreakers: This is a procedure of hiring new employees (scabs) in order to cause regular workers to return to their positions.

·       Injunction: A court order forcing individuals to go back to work during a strike.

·       Employer’s Associations: These are groups of employers acting together so that a commend bone is made with all management dealings with labor.

·       Lobbyists: Management pressure on lawmakers to pass or amend proposed legislation involving their specific industries.

·       Yellow-dog Contacts: The employer forces employee to pledge that they will not now, or in the future, become union members. And Workers felt that only a yellow-dog” would make employees sign such as a clause.

·       Blacklists: Although the blacklist (a list of union organizers) is illegal under federal law, it is still circulated among employers. Its objective is to prevent the hiring of those individuals who might cause employers difficult by trying to form a union in a company or by inciting employees.

          V.     The Contract

Contract: is an agreement between labor and management concerning work rules and procedures and usually covers the following major points:

1.       Union Security: Security for union members is a major goal, and the type of shop agreement that prevails is most important. Four types of shop agreements that are possible provide four different types of recognition by the company:

a)  Close Shop: The employer must hire only union members, thus giving the union the power to determine who will and will not be hired.

b)  Union Shop: This agreement requires all workers to join the union by a specific period of time after they have been hired.

c)   Open Shop:

·     The shop provides employees with the option of joining or not joining the union.

·     Union’s ague that the open shop is unfair because it allows non-union members to receive the same benefits as union members without joining and paying dues.

2.   Wages and Working Conditions:

·     Wages including regular pay, overtime pay, differential work, piecework, and shift premiums are all specified.

·     The contract must also cover hours of work, holidays, wash-up time, penalties, equipment, safety conditions, and all other pertinent matters regarding the working conditions of the employees.

3.   Work and Security:

·     Employee concern with respect to promotions, transfers, layoffs, and re-hiring is also reflected in union agreements.

·     Most contracts today include seniority rules in terms of service length (New employees would be laid off before existing employees).

       VI.     Conciliation, Mediation, and Arbitration

1.   Conciliation:

·     This refers to an attempt by a third party to get management and labor together to discuss in detail the issues surrounding the proposed contract.

·     The conciliator (a third party) reviews proposals by the two sides but makes no independent recommendations and has no authority to mandate that the parties reach a decision.

·     His or her basic role is to encourage labor and management to work together toward a solution to the problem.

2.   Mediation:

·     Different from conciliation in that the mediator makes specific recommendations and solutions to the problem.

·     However, these are not binding upon the parties.

3.   Arbitration: Arbitrator (which may be an individual or a board) is established to act as judge and to make a decision binding on both labor and management. Arbitration may be:

·     Voluntary: In this method, both labor and management agree to arbitration after all methods of settlement have failed. They further agree to abide by the arbitrator’s final decision.

·     Compulsory: In this situation, both labor and management are required by law to submit their claims to arbitration.

·     Automatic: This occurs when labor and management have a clause in their contract which requires that any disputes which cannot be settled by normal procedures be submitted to arbitration. 

3. HRM Practices of Organization / Company (Metfone Company)

3.1 Job Analysis Methods

Job analysis is the procedure of determining the duties and skills required for a job and the kind of person who should hired for it. Analyzing the job in Metfone’s is done by the Human Resource Department. They develop the job description related to different departments regarding their duties, responsibilities, reporting relationships, working conditions and supervisory responsibilities. When the job description is prepared, restructuring in the job is done based on the observations of the seniors. In Metfone’s job Analysis is done on the basis of Interviews.

Ø  In Metfone’s job analysis done in order to employee new candidates every year

Ø  Helps the management to have a better understanding of the jobs

Ø  In Metfone’s they have predetermined standards on which employees are a warded on the basis of the skills, knowledge and experience

3.2    Human Resource Planning Process

         Human resource planning's purpose is to determine what HRM requirements exist for current& future supplies & demands of workers. To realize the Metfone service vision, the company believes in strengthening their team and ensures to deliver the right skills and knowledge to the right person for getting the right job done.

Metfone is trying to sustain their market leadership by initiating strategies that adhere to the needs of the business environment, the company and the employees as well. This report, aims on providing intensive plan for Metfone in line with implementing a new and strategic Human resource management that cater to the needs of their employees which in return provide quality services on their target market. The aim of the human resource management is to enhance the abilities and skills of employees through rigorous training and development and to prove recruiting and retention approach to have the best employees. In addition, this paper also discussed there ward and compensation programmed to be considered by Metfone as well as the performance appraisal and management review, to know if the objectives of the company for change have been achieved.

Metfone, Cambodia #2 Telecommunications Company is looking to hire committed, nergetic, performance-driven & creative professionals to support our growth. We seek people who strive to attain the highest level of professional standards and integrity.

*       Metfone Planning

Ø  HR planning purpose is to determine what HRM requirements exist for Current & Future supplies demands of workers.

Ø  To realize the Metfone service Vision, the organization believes in strengthening their team and endures to the right skills and knowledge to the right person for getting the right job done.

         3.3    Recruitment-Sources and Methods

Metfone one of the Leading Telecom Companies in Cambodia, is seeking the potential candidates to fill many positions. Special opportunity for everybody who finding a job. Metfone bring you a big chance to work with one of the Leading Telecom Company in Cambodia. The process of recruitment employees to fill many positions in company, Metfone had used both internal and external recruitment.

Metfone’s Internal Recruitment is the process of choosing employers in company to fill many positions or to upgrade employer levels of working. They declare the recruitment information on the information board or they use the meeting time to declare the positions that they want some employees to fill some positions. It’s the best way to encourage the employees. These methods is very cheaper and quicker to recruit and employees that has good performance is rewarded by such as increase the positions.

Metfone’s External Recruitment is the process of choosing outside candidates to perform or fill some position in company. The external recruitment has many kinds but the company chose some kinds in order to selection candidates to achieve the organization goals such as they use social network through Metfone’s Facebook. Metfone also post their job announcement on their page in order to save money and it can let lots of people see their post and their purpose. Other ways to recruitment they use their website, they post the job announcement through their website so the applicants can access their website in order to know the details about the job announcement. The applicants also can post their cv through this website and it also can save their time don’t need to go to the company, they just wait the contact from the company then go to have an interview.

These are some samples of Metfone’s Recruitment:

3.4    Selection Steps

The selection process is a critical component of the business success. If the company values people as your most import asset, the asset that sets you apart from your competitors, the selection process is vital. The Selection process must be legal, ethical, transparent, documented and involve current employees significantly. Furthermore, Metfone’s Company mostly practices the selection literature review above. The human resource committee is responsible for recruitment and staff retention and promotions in compliance with the human resource management policies. And wanting to create a transparent communication, in which employees know what is going on and have impact on decisions that affect their job. Firstly, The head of human resource designs what qualifications he/she desires in a job candidate. Of cause, college degree and relevant experience in the job is a must for candidate need to have. And human resources department places or posts it in the newspaper and company’s website which mentions in a specific deadline. And then the human resources review the application form and resumes in order to choose only shortlist candidates who match to the background to the job requirements for doing a test before having a job interview. Whenever you pass a test that is related to the position you applying for, the company will contact you later for having job interview. Secondly, during the selection process, screening interview also needed if the candidate is out of town. So human resources and head of specific department will conduct the first interview by over the telephone call interview and then if the candidate is qualified enough for the second interview or third interview, the arrangement will take place at the company for face-to-face interview with one-on-one interview or group interview depending on the situation. Mostly for telephone call interview will take 10 to 15 minutes and second and third interview will last 1 to 3 hours depending on the position you applying for. Thirdly, after finish interviewing all of the candidates, human resources and head of the specific department will usually discuss and decide to choose the most qualify candidate and fit best in the open position. Last but not least, physical examination also requires before an employee is hired. The candidate need to have a medical examination to determine whether he or she is physically capable of performing the job and eligibility for group life, health and disability insurance.

3.5    Orientation and Training Methods

•      Training process is essential part of every employee without training; employee can not come to now the procedure of work, rules and regulations of firm, sometimes when new technology is introduced it is also responsibility of the company to train its employees.

•      After recruiting the fresh employee we train them for three months and also pay them salaries. After three months, so they will become a part of the company.

•      Metfone’s Company also has training course existing employees and it is depend on conditions. For example if new Products and Services are introduced, The company will conduct a full training course to them in order to improve their working qualities and knowledge.

         3.6    Performance Appraisal Methods

Metfone’s Company of performance appraisal is annually conducted by Human Resource Department. And the purpose of doing appraisal is to find out the outstanding staffs, their performance and direct goal of the company. The Company annually sets the goals at the beginning of the year and pushes employees to hit the target in order to achieve it.

•          Metfone’s performance appraisal contains three steps:

3.6.1       Define the job: making sure that you and your subordinate agree on his or her duties and job started.

3.6.2       Appraise the performance: has an Excel form tool. Plus the score and comparing your subordinate’s actual performance to the standards that have been set.

3.6.3       Provide feedback: will conduct interview with every staff and find out solutions if arise and discuss the subordinate performance and progress, and make plans for any development required.

3.7    Compensation

The compensation and benefits processes introduce the transparency into Human Resources and rewarding employees for the achieved performance. The compensation and benefits provides the managers with the compensation tools to build a difference among employees as the high performance corporate culture can be built in the organization.

The compensation and benefits department monitors the external job market and optimizes the personnel expenses budget of the organization. The compensation and benefits defines the compensation strategy, sets the transparent and simple compensation policy and defines the general rules for the extraordinary payments such as:

·       Food Allowance

·       Standby allowance

·       Phone charge

·       Insurance

·       Bonus at 6 months

·       Annually bonus

·       Seniority wage

·       Check health

·       Allowance 18 days / per year

·       Company trip

3.8    Employee and Labor Relation

The Employee and Labor Relations function of the Human Resources Department is commonly associated with matters such as investigations, counseling and disciplinary actions, but that certainly is not its primary mission. This critical HR component operates as a nexus between staff and management, bridging gaps that oftentimes seem insurmountable to either party. Through various forms of intervention, including problem-solving, mediation, training and counseling, Labor Relations offers balanced advocacy to management and individual employees to protect their respective rights and facilitate a more harmonious work environment. 

The Labor Relations Office provides assistance and advice to managers in the following areas:

·          Performance Management

·          Layoff Planning

·          Discipline & Dismissal

·         Contract interpretation and administration (Union contracts and relevant personnel policies)

·          Complaint/Grievance processing (represented and non-represented staff)

·          Represents management in employee disputes/grievance proceedings

·          Mediates/negotiates resolution of complaints with employee representatives

·          Responds to union information requests

The purpose of Employee and Labor Relations is to provide support to University administrators, managers and supervisors in the areas of contract administration, grievances, discipline, and performance management. EL & R also works closely with local bargaining unit representatives to advance a harmonious and respectful working relationship. Our goal is to provide consistent, professional and timely services to all U of O employees. The Employee and Labor Relations Manager is responsible for handling matters related to classified employees.

Services provided by Employee and Labor Relations staff include:

·         Interpreting and ensuring compliance with the provisions of the collective bargaining agreements

·          Providing counsel and advice regarding performance management and discipline

·          Negotiating bargaining unit agreements

·          Processing grievances and providing arbitration support

·          Handling employee complaints and responding to employee questions

·         Reviewing and approving all disciplinary actions including written reprimands, suspensions, pay sanctions and terminations

·         Assisting supervisors in dealing with employee discipline issues. Providing individual guidance to supervisors who are considering initiating disciplinary action

·         Developing and maintaining positive working relationships between all campus groups/personnel

·          Monitoring and recording Union release time

·         Employee and Labor Relations assists with general management regarding developing, maintaining and improving employee relationships via communication, performance management, processing grievances and/or disputes as well as interpreting and conveying University policies. Essentially, Employee and Labor Relations is concerned with preventing and resolving problems involving employees which stem out of or affect work situations. In addition, Employee Relations recognizes employees for service contributed to the Pace community and provides assistance with professional growth. Finally, Employee and Labor Relations is responsible for negotiation and administration of the Collective Bargaining Agreements for the two employee Unions on campus.

·         Managers, supervisors and staff experiencing difficulty in their work environment are encouraged to contact their designated Employee Relations Manager or Labor and Employee Relations Manager for further assistance and guidance. Pace University promotes fostering positive professional involvement that contributes to satisfactory productivity, motivation and morale.

4. Conclusion / Recommendation / Bibliography / References 

The aim of this assignment has shown that Metfone’s Company good conditions. This is the straight point that would make all staffs satisfaction and staying with the company many years. In contrast, even the company has a lot of conditions; it still has some points, which would be the weaknesses of the company to be improved. 

·         Staff’s Salary is not at the early of month.

·         Annual bonus provides early

 

Bibliography: 

Antonioni, David. "Improve the Performance Management Process Before Discontinuing Performance Appraisals." Compensation & Benefits, Vol. 26.

 

Grote, Dick. "Performance Appraisals: Solving Tough Challenges." HR Magazine. July 2000.

"How to Conduct a Performance Review." Personnel Today. 14 February 2006.

 

Koziel, Mark J. "Giving and Receiving Performance Evaluations." CPA Journal. December 2000.

Myers, Joel. "How to Evaluate Your Evaluation System." Memphis Business Journal. 9 February 2001.

 

Olsztynski, Jim. "How to Critique, Criticize Important for Supervisors." Snips. December 2005.

Reference: 

1.       www.metfone.com.kh

2.       Text book of HRM

3.       https://en.wikipedia.org/wiki/Human_resources

4.       https://en.wikipedia.org/wiki/Résumé

5.       https://www.utpb.edu/docs/default-source/utpb-docs/humanresources/pe3_performance_appraisal.pdf?sfvrsn=2

6.       http://www.hrwale.com/performance-management/performance-appraisal-methods/

7.       http://www.wpi.edu/offices/hr/performance.html

 

 

 


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