HRm and job involvement

8/7/2019 HRm and job involvement

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The HR RoleT e HR Ro eTo Create JobTo Create Job

Involvement And Life-Involvement And Life-work Balancework Balance

A research work presented by:A research work presented by:

• Hend Hossam Eldin HosnyHend Hossam Eldin Hosny

• Mary Louis ShoukryMary Louis Shoukry

• Mariam Ibrahim TayiaMariam Ib rah im Tayia



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HRM as the gate keeperHRM as the gate keeper

between two extremebetween two extreme

points……points……• The review of HR related literaturerevile two problems that couldface any HR manager and

represent a challenge that needs asolution…..

-orkaholic ness

ow performance&

-ob dis involvement



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Solutions…….????????Solutions…….????????•

The model that we suggest to solve thetwo examined problems goes as thefollowing :

/ORK LIFE BALANCE OB INVOLVEMENT TECHENIQUES

-orkaholic ness

ow Performance&

-ob Dis involvement



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Low performanceLow performance

and job dis-involvementand job dis-involvement

DEFINITION : low performance could

be defined as disachievement andfailure to meet organizational goals,which causes problems tosupervisors, co-workers and to the

employee himself as well, and aboveall, to the organization because of slowing the production and loweringthe productivity.

Causes of disachievement usually fallsin three major areas:

1.Misunderstanding the jobrequirements.

2.Lack of needed abilities and skills.



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- ……….Misunderstanding the job requirements ……….Misunderstanding the job requirements ’DON T’DON TREALIZEEALIZE

Employee do not know how to do the job they were assigned. They will continue to underachieve rather than admit job

incompatibility and risk termination. It is possible that an employee is performing a job

incompetently without realizing it. believing in doing the jobproperly when it is not, is up to the management to set theproper goals.

Punishing an employee without first finding out the underlying

cause of his performance lapse can make the situation worse.

- : ………...Lack of needed abilities and skills: ………...Lack of needed abilities and skills ’DON T KNOW H’DON T KNOW H

- :……………Deliberate refusal to work:……………Deliberate refusal to work ’DON T WANT T’DON T WANT T

,

.eciated by the company will perform poorly It is important to establish job cri

.lated issues

.mentally unable to perform a job A job may require physical strength or an ed



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How to deal with lowHow to deal with low

performance:performance: The first and second reason are considered to

be managerial issue that could be resolvedby a number of corrective actions like :

ØMore clear statement of goals andobjective

ØCloser work supervision

ØDetailed job descriptions

ØReview of the recruitment andplacement procedures

• The third reason is a more severe one, itimplies “ I realize what I am supposed to doand I know how to do it…but I don’t want towork!!!”. The HR role here is more

complicated and job involvement techniquesis a su ested solution.



Job Involvement : Job Involvement :

It could be defined as employee’sengagement and commitment a towardhis job in a way that furthers theirorganizations' interests. This definition

implies that a job-involved person seesher or his job “as an important part of hisself-concept”

Three dimensions are recognize

cognitive, emotional and physicalengagement .

As employee productivity is clearlyconnected with employee engagement,creating an environment that encourages



Job Involvement Drivers : Job Involvement Drivers : A number of organizational attitudes and behaviors

have also been linked to job involvement like :Absenteeism ,Turnover or intent to leave and Jobsatisfaction

Some influences are seen as being the drivers of job

involvement, that includes:1.Employee perceptions of job importance

2.Clarity of job expectations

3.Perceptions of the ethics and values of theorganization

4.Reward to engage

5.Career advancement/improvementopportunities

6.Regular feedback and dialogue with superiors

7.Quality of working relationships with peers,



Job Involvement Job Involvement Techniques: Techniques:Successful techniques have four majorfeatures:

•1- Involvement is directed oneveryday work•2-Employees have a degree of control to make decisions•3- Improvements can be initiated by

employees•4-More successful techniques requiremajor•

changes in an employee's work life.



Job Involvement Plan Job Involvement PlanModel:Model:

1. IDENTIFY PROGRAM INITIATIVES : the firm identifies several areas

to work on as main program initiatives, aligned with thefirm's strategic plan and objectives.

2. CREATE TASK FORCES : Each initiative is implemented throughsmall team or task forces. The purpose of the teams is todelegate authority by spreading out the decision-makingprocess and encourage input from people closest to theproblems.

3. GAIN TOP-LEVEL SUPPORT: Support from the top is vital to anyemployee involvement program's success.

4. GET EMPLOYEE FEEDBACK : it very important for employees to beheard, to have a voice in the firm. Since employees are

involved in the process, they are able to manage their ownexpectations.

5. PROMOTE EMPLOYEE PARTICIPATION : People have afundamental need to contribute to the firm's success and seethe tangible results of their work. Success largely depends onempowering employees as they take larger roles in shaping

the firm's culture.



WorkaolicnessWorkaolicness

Compared to job DISINVOLVEMENT,workaholicnessappears to be the otherside of the coin.

It is to be totally involved and devoted to

one’s job in a way that threatens thepersonal life activities.

Workaholicness is a newly invented wordthat is composed of to syllables to

describe the act of being work alcoholic,in other term badly addicted to work.

The term has been invented to express aphenomena that emerged in the highly

development countries in the latedecades of the past century , where the

t t t



The relation between thetwo variable is supposed tobe a positive one, whichmeans higherorganizational results could

be achieve by increasingthe employeesperformance.

This is valid up to a pointwhere the HRM should

know where to stopbusting the performance of their employees.

After the peak point thepsychological , mental,social and physical

WOR

KAHOLICNESS

WOR

KAHOLICNESS

rap c representat on o t erap c represen a on o erelation between the employeesrelation between the employees

performance and theperformance and the

organizational performanceorganizational performance• overwork overwork



Reasons of the overwork:Reasons of the overwork:•

The negative relation between theoverwork and the firm’s performance issubject to the Law Of DiminishingMarginal Utility….

•

Overworked and overstressedemployees are more likely to get sickand have high absenteeism rates.

A lack of work/life balance affects anemployee’s attitude. Unhappy workersare typically less efficient and candestroy morale.

Overload directly affects turnover rates.



Workaholics is not the sameWorkaholics is not the same

as working hardas working hardDespite logging in an extraordinary

amount of hours and sacrificing theirhealth and loved ones for their jobs,workaholics are frequently ineffective

employees.Workaholics tend to be inefficient

workers, since they focus on being busy,instead of focusing on being productive.

Workaholics tend to be less effective thanother workers because it's difficult for themto be team players, they have troubledelegating or entrusting co-workers.



Role of HRM in work/lifeRole of HRM in work/life

balancing:balancing:• HRM are responsible for making their work

forces healthy and productive and getting awork /life balance .

• It should be noted that the work-life balance isnot a reactive strategy that is adopted after theemployee really suffer from workaholic-ness and

symptoms of overwork, rather it is a proactivestrategy that HRM need to adopt as preventiveactions to minimize the possibility of that disease.

•some suggested action are :•

On-the-Job TrainingØ Set priorities for all work. When priorities are

unclear, employees tend to overwork becausethey think that everything must get done atonce. Setting priorities allows workers to

schedule tasks over a reasonable period of time.Ø Train line managers to recognize signs of



Allow for Time Off from Work

ØEncourage the use of vacation and sick-leave time.

ØA formal leave policy for employees withdependents recognizes and encouragesthe need to care for sick children orelderly parents.

ØPaid childbirth leave gives women and

men the flexibility to keep their jobswhile attending to a new addition to thefamily.

Ø The Limit how often employees take

work home. The line between work and

Role of HRM in work/life balancingRole of HRM in work/life balancing(cont.):(cont.):

l f k lf b l



Make Work More Flexible

Ø Identify which jobs lend themselves toflexible work scheduling and implementformal policies for coordinating flexibleschedules with an employee's supervisorsand co-workers, options could be job

sharing, part-time, shifts and plannedremote working( telecommunicated).

Bringing Life to Work

Ø “Bring-your-kids-to-work day” is a way to getemployees' families involved in their worklives. The opportunity to share a day of workwith children is a benefit that manyemployees appreciate.

Ø Sponsoring employees’ family-oriented

/R o le o f H R M in w o rk life b a la n cin g/R o le o f H R M in w o rk life b a la n cin g

( .):cont( .):cont



• Thank you

HRm and job involvement

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