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This strategy aims to make in no doubt that regal have an suitably qualified, skilled, healthy and motivated workforce available to accomplish our main ambitions. These aims are; to work toward being the highest-performing fire and set free service in the country, to consistently improve how we provide services to the communities we serve and to become an employer of choice.
Importance of work force strategy:-
AÂ workforce strategy helps councils to focal point on the people management interventions that impact on the triumph of corporate objectives. It helps to develop a sympathetic of how different aspects of people management policies relate to each other, for example team-based working and disease absence management. Research has shown that key people management interventions, such as enrolment and retention policies and internal announcement, are closely linked toÂ increased output and performance. WorkforceÂ strategies need to beÂ able toÂ expansionÂ and adapt to changes influencing workforce capacity and performance. A clear strategy will help focus belongings on complementary and unwavering people management practices. It will improve the effectiveness and efficiency of the human resources (HR) function and the council. http://www.idea.gov.uk/idk/core/page.do?pageId=5433098
Recruitment process at regal:-
Regal value service to the community by; Working with all groups to trim down risk, treating everyone fairly and with respect, Being accountable to those we serve and striving for excellence in all they do. Regal value all of their employees by practicing and promoting: Fairness and respect, Recognition of merit, Honesty, integrity and mutual trust, Personal development and Co-operative and inclusive working. Regal value diversity in the Service and the community by: Treating everyone fairly and with high opinion, providing varying solutions for different needs and prospect, Promoting equal opportunities in employment and progression within the Service, Challenging injustice and discrimination.
Importance requirements for organizations:-
The Personnel division in any group is responsible for the recruitment, training and act management of the employees in the organization. The personnel division defines processes that take care of recruitment, training and performance management .These processes together make a payment to the smooth functioning of the organization. EffectiveÂ recruitment and selection measures are critical in the functioning of organizations. These procedures require the placement of the right talent at the right place, thereby making the association mutually advantageous for the employer and the employee. The recruitment process is identifying the staffing wants. Once the staffing requirements are determined, an organization has to make certain that there are appropriate recruitment systems in place to pull towards you and selectÂ candidates of the right calibre. This requires identifying and focusing on each of the critical stages of the recruitment process.
Legal Requirements for Recruitment Process:-
The legal issues concerned with aspects of a recruitment/selection process are several and include the following:
Unfair unfairness: The Sex Discrimination Act 1975; The Race Relations Act 1976, The Disability Discrimination Act 1995; The Employment Equality (Religion or Belief) Regulations 2003, and The Employment Equality (Sexual Orientation) Regulations 2003.
Many of these Acts have been amended since their introduction and make it illegal to discriminate against a person, either directly or indirectly in employment on the grounds of colour, race, gender, marital status, creed, nationality, religion, sexual orientation, ethnic or national origins, or disability.
Direct discrimination occurs when an individual(s) is treated less favourably, i.e. choosing not to employ a candidate because of his/her ethnic origin.
Indirect favouritism occurs when a requirement or condition has the effect of selective unfairly and unjustifiably between one group and human being and another, i.e. insisting upon a higher language standard than is necessary for efficient performance of the job could debar candidates for whom English is not their first language.Â Similarly, insisting upon an redundant physical requirement could discriminate against one sex in favour of the other.
In harmony with the Data Protection Act, data such as selection records, personal details and references should only be requested and stored when this is independently justified and relevant to the position: further information can be found in the Data Protection Policy.
Effective Training and development program for employees:-
The quality and variety of the employee training you provide is key for motivation. Reasons for employee training variety from new-hire training about your operation, to introducing a new concept to a workgroup to bringing in a new computer system.
Whatever your reason for conducting an employee training session, you need to develop the employee training within the framework of a comprehensive, ongoing, and consistent employee training program. This quality employee training program is essential to keep your staff stimulated about learning new concepts and your department money-making.
Essential Components of Employee Training Programs:-
A complete employee training program includes a formal new hire training program with an impression of the job potential and performance skills needed to perform the job functions. A new hire training program provides a original understanding of the position and how the position fits within the organizational structure.
The more background knowledge the new correlate has about how one workgroup interrelates with subsidiary departments, the more the new associate will understand his or her impact on the organization.
Another aspect of a comprehensive employee training program is continuing education. The most effective employee training programs make continuing education an ongoing accountability of one person in the department. This is an important function that will keep all staff members current about policies, actions and the technology used in the department.
New Hire Training:-
A solid new hire training program begins with the creation of an employee training manual, in either notebook arrangement or online. This manual acts as a structure block of practical and technical skills needed to prepare the new individual for his or her position.
In order for the department to understand current policies and procedures, a manager must ensure the department manuals or online employee training are kept current. This includes any system enhancements and / or change in policy or practice. In addition, keep the user in mind when deceitful training manuals or online training; keep the worker training material interesting for the learner. Use language that is not "corporate" and include images and multi-media.
Much of this employee training and reference material belongs online these days in a company Intranet. But, if your organization is not ready to embrace the online world, keep the manuals up-to-date and interesting. When possible, in computer education, incorporate visual images of the computer screen (multi-media screen capture) to illustrate functions.
On the Job Training:-
Another form of new hire training includes having the new correlate train directly next to an existing associate. Some call this On the Job Training (OJT) or side-by-side training. This type of employee training allows the new connect to see the different facets of the position.
Also, OJT allows the new hire the occasion to develop a working relationship with an existing associate. This type of employee training reinforces concepts learned in the initial preparation and should be used to underpin and apply those same learned concepts.
Technical Training with Personal Development:-
This writing training meeting could include topics on the basics of writing, such as spelling, punctuation, sentence structure and correct word use. Edifice on those basics, you could give your participants an pertinent topic, such as writing a letter to a customer apologizing for a late consignment.
Provide the participants environment information about the customer. Tell them the customer has purchased from them for ten years and has always made payments on time. Give them ten or fifteen minutes to compose a rough summary and have them present their letter to the group. Once someone has read a letter, ask the other participants to offer reaction for improvements, and as the trainer, point out the positive aspects of the letter.
Another method that will help with ongoing continuing education is to allow staff members to develop an affiliation with an association or industry group. This type of education is physical and has been proven to have a positive track record with the local offices and their industry trade groups. Staff members are given the opportunity to come together periodically, and discuss the issues they are experiencing in their business.
This is a positive experience for everyone occupied because the information gained in this type of setting can prove useful to others who may have the budding to partake in a similar situation. Also, others who have experienced a similar situation have the opportunity to talk about their resolution(s) that worked successfully.
The best type of employee training program for a work group is one customized to their needs. So, how do you know what their needs are? One way is to work with the staff members who are responsible for the area. If it is possible, do a random variety of the staff performance development plansÂ and look for consistencies in any needed areas of development. Another approach is to conduct aÂ training needs assessmentÂ and ask the staff members themselves what skills they would like to extend. No matter how you determine what types of employee training sessions are needed, it is important to remember that when developing the course, stick to the original concept. While an employee training meeting may be effective, it may not always be the best approach to gratifying training needs. If the concept you are introducing is defined as elementary or common knowledge, create an employee training alert, instead. An employee training aware is an excellent method to speak about and underpin concepts that would be considered common knowledge or new job information. Putting a twist to your modern employee training methods can help people become and continue to be enthusiastic about learning.
Motivation in workforce:-
Motivation is the force that makes us do things: this is a result of our personality needs being satisfied (or met) so that we have stimulation to complete the task. These needs vary from person to person as everybody has their character needs to motivate themselves. Depending on how motivated we are, it may further establish the effort we put into our work and therefore increase the standard of the output.
Importance of motivation in workforce:-
Motivation can have an effect on the output of your business and concerns both measure and quality. See it this way: your business relies heavily on the efficiency of your production staff to make sure that products are affected in numbers that meet demand for the week. If these employees lack the motivation to produce completed products to meet the demand, then you face a problem leading to disastrous consequences. The number of scenarios is extreme but you get the general picture. Your employees are your greatest asset and no matter how proficient your technology and tools may be, it is no contest for the usefulness and efficiency of your staff.
Herzberg's Two Factor Theory:-
Motivation has been studied for many years stretching beyond the 19th century. As a result, a number of theorists have compiled their own conclusions and consequently a wide variety of motivational theory has been produced. Without going into the fine details and depth of all the motivational theory, we will use Fredrick Herzberg's (1966) research to outline the main issues concerning motivation. In 1966, Herzberg interviewed a number of people in different professions at different levels to find out two things:
Those factors thatÂ motivatedÂ them in the workplace. These were identified as factors that gave employees an motivation to work resulting in job satisfaction. They are also referred to as 'motivators'. These motivators amplified the job satisfaction of the employee and further amplified their efficiency.
Those factors thatÂ prevented job dissatisfaction. These were identified as factors that disallowed job dissatisfaction. These did not make the employees happy (or have job satisfaction): it just removed the misery out of working. They are also referred to as 'hygiene' factors. Such hygiene factors, if not satisfied, had an effect of reduced employee good organization.
Herzberg believed that all factors fell into one of these categories and as a result had split consequences. His research concluded that some factors fell into both categories although they held a stronger position in one of them.Â
Employee motivation program:-
Employee motivation programs should get more than self-interest to succeed. Since the entire organization can greatly benefit from the guidance and inventiveness of just one employee's imaginative gifts, it's important to appeal to this model of mutual assistance. This is why we help you select a program that is closely aligned with your organization's overall agenda. By doing so, we can build up a program that rewards those who help your organization reach greater heights, while consistently maintaining a positive, accommodating workspace. A well-planned employee motivation program should include components that affect communication and relationships among all levels of your staff, as well as components that impact both individual and group strengths. A common blunder in the workplace is severing the link between routine and merit. As our market surveys reveal, many employees with a superior sense of trust in their employers and co-workers, facilitated by a proactively positive working environment, feel that their hard work warrants recognition beyond a pay check. We can help you develop an employee motivation program that implements this idea into the daily operation of your organization. Motivating employees is an important skill for supervisors, managers, and business owners to have. When developing motivation plans, it is important to recognize the personality differences among employees and realize that not all motivation techniques will work for everyone. Each worker must be evaluated to determine what motivates them the most. Below are several ideas for motivating employees and preventing job boredom or job overload.
Employee Motivation through Job Rotation:-
Job rotation, also known as cross-training, can be very effective for employees that perform repetitive tasks in their job. Job rotation allows the employees to study new skills by shifting them from one task to another.
Employee Motivation through Job Enlargement:-
Job enlargement is a motivation technique used for employees that perform very few and simple tasks. Job enlargement increases the number and range of tasks that the employee performs, resulting in a feeling of importance.Â
Employee Motivation through Job Enrichment:-
This method increases the employees control over the work being performed. It allows employees to control the planning, execution, and estimate of their own work, resulting in freedom, self-rule, and added responsibility.
Employee Motivation through Flexitime:-
Flexitime allows employees to choose their own work schedule, to a certain extent. For example, if the office is open from 8am until 9pm, the employees can come in at any time during that stage to absolute their 8 hours.
Employee Motivation through Job Sharing:-
This is a less common method, but very effective at preventing boredom. It allows 2 employees to share 2 different jobs. They could alternate days or weeks, working 20 hours in each spot each week.
Employee Motivation through Employee Involvement:-
People want to feel like they are a part of something. Letting the employees be more active in the decision-making related to their job makes them feel esteemed and important to the company and increases job motivation.
Employee Motivation through Variable-Pay Programs:-
Merit-based pay, bonus, gain sharing, and stock ownership plans are all great motivators for employees. However, don't just give them out. Offer them as an incentive or reward for outstanding performance.
Schools of Management:-
Classical Schools of Management:-
The classical school is the oldest formal school of management thought. Its roots pre-date the twentieth century. The classical school of thought in general concerns ways to manage work and organizations more efficiently. Three areas of study that can be grouped under the classical school are scientific management, administrative management, and officious management.. These, it was hoped, would form the cognitive basis for a set of relevant skills to be acquired, by all would-be managers through formal education. Body of the classical school's managing thought was based on the belief that employees have only economical and physical needs, and that social needs and need for job-satisfaction whichever don't exist or are unimportant. Accordingly, this school advocates high specialization of labour, centralized decision making, and profit maximization.Â
Behavioural Management Theory:-
As management research continued in the 20th century, questions began to come up regarding the interactions and motivations of the individual within organizations. Management principles developed during the classical period were simply not useful in dealing with many management situations and could not explain the behaviour of personality employees. In short, classical theory uncared for employee motivation and behaviour. As a result, the behavioural school was a natural outgrowth of this revolutionary management experiment. TheÂ behavioural management theoryÂ is often called the human relations movement because it addresses the human width of work. Behavioural theorists believed that a better understanding of human activities at work.
Abraham Maslow,Â a practicing psychologist, developed one of the most widely recognizedÂ need theories,Â a theory of motivation based upon a consideration of human needs, such as motivation, conflict, expectations, and group dynamics, improved efficiency. Maslow broke down the needs hierarchy into five specific areas:
Physiological needs.Â Maslow grouped all physical needs necessary for maintaining basic human security, such as food and drink, into this category. After the need is satisfied, however, it is no longer is a motivator.
Safety needs.Â These needs include the need for basic security, stability, fortification, and freedom from fear. A normal state exists for an individual to have all these needs generally satisfied. Otherwise, they become prime motivators.
Belonging and love needs.Â After the physical and safety needs are satisfied and are no longer motivators, the need for belonging and love emerges as a primary motivator. The individual strives to create meaningful relationships with significant others.
Esteem needs.Â An individual must develop self-self-reliance and wants to achieve status, reputation, fame, and glory.
Self-actualization needs.Â Assuming that all the previous needs in the hierarchy are satisfied, an individual feels a need to find himself.
Quantitative School of Management
During World War II, mathematicians, physicists, and other scientists joined together to solve military problems. The quantitative school of supervision is a result of the research conducted during World War II. TheÂ quantitative approachÂ to management involves the use of quantitative techniques, such as statistics, information models, and computer simulations, to improve decision making. The management science school emerged to treat the problems associated with global competition. Today, this view encourages managers to use mathematics, information, and other quantitative techniques to make management decisions
Operations management; Operations management is a narrow branch of the quantitative approach to management. It focuses on managing the process of transforming materials, labour, and capital into useful goods and/or services. The product outputs can be either goods or services; effective operations management is a concern for both manufacturing and service organizations.Â
Management information systems;Â (MIS) are the most recent subfield of the quantitative school. A management information system organizes past, present, and projected data from both internal and external sources and processes it into usable information, which it then makes available to managers at all organizational levels.Â
"Systems management theory"
TheÂ systems management theoryÂ has had a significant effect on management science. A system is an interrelated set of elements functioning as a whole. In relationship to an organization,Â inputsÂ include resources such as raw materials, money, technologies, and people. These inputs go through a conversion process where they're planned, organized, motivated, and embarrassed to ultimately meet the organization's goals. TheÂ outputsÂ are the products or services designed to enhance the quality of life or productivity for customers/clients. Feedback includes comments from customers or clients using the products. This overall systems framework applies to any department or program in the overall organization.
Quality School of Management
The quality school of management is a comprehensive concept for leading and operating an organization, aimed at continually improving performance by focusing on customers while addressing the needs of all stakeholders. In other words, this concept focuses on administration the total organization to deliver high quality to customers. Quality management involves employees in decision making as a way to prevent quality problems. TheÂ KaizenÂ approach uses incremental, continuous improvement for people, products, and processes. The reengineering approach focuses on sensing the need to change, seeing change coming, and reacting in fact to it when it comes.
Management theories influencing today's workforce:-
Modern management approaches reverence the classical, human resource, and quantitative approaches to management. However, successful managers recognize that although each theoretical school has margins in its applications, each approach also offers valuable insights that can broaden a manager's options in solving problems and achieving organizational goals. Successful managers work to extend these approaches to meet the demands of a dynamic environment.
Key themes to be considered, as the twenty-first century progresses, include the following:
The commitment to meet customer needs 100 percent of the time guides organizations toward quality management and continuous improvement of operations.
Today's global economy is a dramatic influence on organizations, and opportunities abound to learn new ways of managing from practices in other countries.
Organizations must put into in their most important asset, their people. If organizations cannot make the commitment to lifelong employment, they must commit to using attrition to reduce head count. They will not receive cooperation unless they make it clear that their people will not be working themselves out of a job.
Managers must excel in their leadership responsibilities to achieve numerous different roles.
Autocratic Leadership Style:-
This is often considered the classical approach. It is one in which the manager retains as much power and executive authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style.Â
Democratic Leadership Style:-
The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving errands. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale
Every organization goes through periods of transformation that can cause stress and uncertainty. To be successful, organizations must hold in your arms many types of change. Businesses must develop improved production technologies, create new products desired in the marketplace, implement new administrative systems, and upgrade employees' skills. Organizations that adapt successfully are both profitable and accepted. Managers must contend with all factors that affect their organizations. The following lists internal and external environmental factors that can encourage organizational changes:
TheÂ external environmentÂ is affected by political, social, scientific, and economic stimuli outside of the organization that cause changes.
TheÂ internal environmentÂ is affected by the organization's management policies and styles, systems, and measures, as well as employee attitudes.
Typically, the concept of organizational change is used to describe organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, and so on. Examples of organization-wide change might include a change in mission, reshuffle operations (for example, restructuring to self-managed teams or due to layoffs), new technologies, mergers, or new programs such as Total Quality Management, re-engineering, and so on. Managers should note that all changes should be implemented as part of a strategy to accomplish an overall goal; these transformations should not take place just for the sake of change.
Leadership style in implementing change:-
Effective leadership in the change management process is particularly important because of all the factors involved in organizational change. A leader must be able to "influence, motivate and enable others to make a payment toward the effectiveness and success of the organization." Stabilizing the organization after the change process begins is critical to continued success.http://media.wiley.com/Lux/36/8836.nfg001.jpg
Recognize the need for change.Â Recognition of the need for change may arise at the top management level or in unimportant parts of the organization. The change may be due to either internal or external forces.
Develop the goals of the change.Â Remember that before any action is taken, it is necessary to determine why the change is necessary. Both problems and opportunities must be evaluated. Then it is important to define the needed changes in terms of products, equipment, structure, and culture.
Select a change agent.Â The change agent is the person who takes leadership responsibility to implement planned change. The change mediator must be alert to things that need revamping, open to good ideas, and supportive of the implementation of those ideas into actual practice.
Diagnose the current climate.Â In this step, the change agent sets about gathering data about the environment of the organization in order to help employees prepare for change. Preparing people for change requires direct and potent feedback about the negatives of the present situation, as compared to the desired future state, and sensitizing people to the forces of change that exist in their environment.
Select an implementation method.Â This step requires a decision on the best way to bring about the change. Managers can make themselves more sensitive to pressures for change by using networks of people and organizations with different perspectives and views, visiting other organizations exposed to new ideas, and using external standards of performance, such as competitor's progress.
Develop a plan.Â This step involves actually putting together the plan, or the "what" information. This phase also determines the when, where, and how of the plan. The plan is like a road map. It notes unambiguous events and activities that must be timed and integrated to produce the change. It also delegates responsibility for each of the goals and objectives.
Implement the plan.Â After all the questions have been answered, the plan is put into operation. Once a change has begun, initial excitement can drive away in the face of everyday problems. Managers can maintain the momentum for change by providing resources, developing new competencies and skills, reinforcing new behaviours, and building a support system for those initiating the change.
Follow the plan and evaluate it.Â During this step, managers must compare the actual results to the goals established in Step 4. It is important to determine whether the goals were met; a complete follow-up and evaluation of the results aids this determination. Change should create positive results and not be undertaken for its own sake.
Keep in mind that a comprehensive model of planned change includes a set of activities that managers must engage in to manage the change process effectively. They must recognize the need for change, motivate change, create a vision, develop political support, manage the transition, and maintain impetus during the change.