Hrm Introduction

INTRODUCTION TO HRM- schedule of lectures 1. What is an Organization and what is Management 2. Understanding Personnel Management & HRM functions 3. Comparison between Personnel Management and HRM 4. Manpower Planning and Job Analysis 5. Recruitment and Induction 6. Performance Appraisal 7. Training and Development 8. Compensation and Reward Management 9. Career Planning and Succession Planning 10. Work Motivation 11. Human Resources Information System (HRIS) 12. Quality of Work Life 13. Organizational Development 14. Management of Organizational Change 15. HRM Strategies for long-term growth 16. Productivity and HRM

Books to be Read for Human Resource Management 1. Human Resource Management- P.Subba Rao 2. Personnel Management- C. B.Mammoria 3. Human Resource Management-Dessler (Prentice Hall) 4. Personnel/ Human Resource Management-DeCenzo & Robbins(PHI) 5. Human Resource Management- D.K. Bhattacharya(Excel) 6. Human Resources Management- VSP Rao (Excel) 7. Managing Human Resource-Gomez(PHI) 8. Personnel Management-Edwin Flippo 9. Human Resource Management- Bohlander & Snell 10. Organizational Development- French & Bell (For O.D.only)

Human Resource Management-An Overview 1.WHAT IS AN ORGANIZATION? (a) What

are its features?

(b) Which is its core function? (c ) How does this core function perform its activities? (d) What is the essence of the core function? (e) What resources does the core function utilize? (f) Which resource is the most important? (g) Does the Organization have a context? What is it?

Human Resource Management Main task of Management is getting things done through and with people Main job of Management is Economic Performance: The sub-functions of Management are: 1. Managing the Business 2. Managing Managers 3. Managing Worker and Work 4. Managing Time Definition of Management: “Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.”

Human Resource Management The various dimensions of Management include: • • • • •

Managers carry out the functions of Planning, Organizing, Staffing, Leading, and Controlling. Management applies to any form of organization It applies to managers at all organizational levels The aim of all managers is the same: to create a surplus Managing is concerned with productivity; this implies effectiveness and efficiency.

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MANAGEMENT FUNCTIONS Planning function determine an organization’s objectives and establish the appropriate strategies for achieving those objectives Organizing function creates a structure of task and authority relationships that serves this purpose

Controlling function requires three elements (a) Established standards of performance (b) Information that indicates deviations between actual and the established standards (c )Action to correct performance that does not meet the standards

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MANAGEMENT FUNCTIONS • Staffing function is the management of the human resource including recruiting, appraising, training and developing, motivating and separating. 

Leading function is the process that integrates the functions as planning, organizing, and controlling

MANAGEMENT FUNCTIONS    

Planning determines what results the organization will achieve Organizing specifies how the results will be achieved Controlling determines whether the results are achieved Through planning,organizing and controlling, managers exercise leadership

Human Resource Management-An Overview 2. (a) (b)

A LOOK AT THE PERSONNEL MANAGEMENT FUNCTION The definition as described by IPM The definition as described by Edwin Flippo

3.

ANALYSIS OF THE PM FUNCTION

4.

UNDERSTANDING HUMAN RESOURCES FUNCTION

Human Resource Management Definition of PM- Institute of Personnel Management (IPM) 1963 “Personnel Management is the responsibility of all those who manage people, as well as being a description of the work of those who are employed as specialists.It is that part of management which is concerned with people at work and with their relationships within an enterprise. Personnel Management aims to achieve both efficiency and justice, neither of which can be achieved without the other. It seeks to bring together and develop into an effective organization the men and women who make up an enterprise enabling each one to make his best contribution to its success as an individual and as a member of a working group. It seeks to provide fair terms and conditions of employment, and satisfying work for those employed.”

Definition Of Personnel Management Edwin Flippo ‘Personnel management is the planning, organizing, directing, and controlling of the procurement, development,compensation, integration, maintenance, and separation of the human resources to the end that individual, organizational, and societal objectives are accomplished.’ Management functions

Operative functions

Objectives

Planning

Procurement

Individual

Organizing

Development

Organizational

Directing

Compensation

Controlling

Integration Maintenance Separation

Societal

Evolution of the Personnel Function 1.

RECRUITMENT MAN

- textile and jute mills required unskilled in large numbers - recruitment on daily basis- badli workers - systematic records 2.

LABOUR MAN

- tough person for dealing with unskilled workmen - also their union leaders 3.

INDUSTRIAL RELATIONS MAN

- dealing with union representatives - manipulating them - ensuring the organization needs are met

Evolution of the Personnel function 4. LEGAL MAN

- Plethora of labour legislations - dealing with Industrial Disputes in the various courts - liaisoning with legal advisors and court authorities

5. WELFARE MAN - Section-49 man - various responsibilities laid down -fulfilling them and satisfying the various authorities

Personnel Man’s Comprehensive Responsibilities

Personnel Manager

Rec.-M

Labour-M

IR-M

Legal-M

Wlf.-M

Admn.-M

HRM- Evolution Period

Emphasis

Status

Roles

1920-30

Welfare management Paternalistic policies

Clerical

Welfare Administrator, Policeman

1940-60

Expanding the role to Labour Welfare, I. R., & Personnel Admn

AdministratAppraiser ive Advisor Mediator Legal Advisor

1970-80

Efficiency, effectiveness Developme Change agent, dimensions added Emphasisntal Integrator on human values, Trainer, aspirations dignity, Educator usefulness

1990s

Incremental productivity, Proactive, Developer, Counselor gains through human assetsgrowthCoach,Mentor,Problem Solver oriented

2000 onwards

Centrality of Role

Strategic

Partner in Top Mgt.

Definition Of Personnel Management Torrington & Hall’98 “ Personnel Management is workforce- centered, directed mainly at organization’s employees; finding and teaming them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions, satisfying employees work-related needs, dealing with their problems and seeking to modify management action that could produce unwelcome employee response. Although indisputably a management function, personnel management is never totally identified with management interests, as it becomes ineffective when not able to understand and articulate the aspirations and views of the workforce.”

Definition Of Human Resource Management Torrington & Hall’98 “ Human Resources Management is resource-centered, directed mainly at management needs for human resources( not necessarily employees) to be provided and deployed. Demand rather than supply is the focus of the activity. There is greater emphasis on planning, monitoring and control, rather than mediation. Problem- solving is undertaken with other members of management on human resources issues rather than directly with employees or their representatives. It is totally identified with management interests, being a general management activity, and relatively distant from the workforce as a whole.”

Human Resource Management Objectives of HRM1. To Help The Organization Reach Its Goals 2. To Employ The Skills And Abilities Of The Workplace Efficiently 3. To Provide The Organization With Well-trained And Motivated Employees 4. To Increase To The Fullest The Employee’s Job Satisfaction And Self-actualization 5. To Develop And Maintain A Quality Of Work Life 6. To Communicate HR Policies To All Employees 7. To Help Maintain Ethical Policies And Behavior

Analysis Of Personnel Management Function Personnel Admn. Manpower Planning Recruitment Induction Probation Confirmation Transfer Promotion Increments Timekeeping Payroll Records & Stats. Separation

Industrial Relations Recognition Negotiation Agreements Settlements Industrial Disputes Discipline Strikes & Lockouts Productivity

Welfare Medical Crèche Safety & Accident Prevn. Working Conditions Transport Recreation Housing

INDUCTION PROGRAMME 1. Organizational Issues • History of company • Names and titles of key executives • Employee’s title and department • Layout of physical facilities • Probationary period • Products/services offered • Overview of production process • Company policies and rules • Disciplinary procedures • Employee’s handbook • Safety steps

INDUCTION PROGRAMME 2. Employee Benefits • Pay scales, pay days • Vacations, holidays • Rest pauses • Training avenues • Counseling • Insurance, medical, recreation, retirement benefits 3. Introductions • To supervisors • To co-workers • To trainers • To employee counselor

INDUCTION PROGRAMME 4. Job Duties • • • • • •

Job location Job tasks Job safety needs Overview of jobs Job objectives Relationship with other jobs

HRM- INTRODUCTION PERFORMANCE APPRAISAL SYSTEM “ I have six honest serving men, They taught me all I knew, Their names are What and Why and When How and Where and Who.” Rudyard Kipling ASPECTS OF PERFORMANCE APPRAISAL WHAT: It is an assessment about how the employee is performing on the job. Is it as per expectations, below expectations or above expectations. WHY is it necessary to have an appraisal systems? Two objectives are there- what are these ? WHEN are appraisals to be done? Once a year? Twice a year ? Or once in two years? Is there a process involved in appraisals? WHO is to be involved and why must they be involved? WHERE is it to be done? In the open or behind closed doors? HOW- Methods of Performance Appraisal

Performance Appraisal System PURPOSES OF APPRAISAL 1. Assessing Performance 2. Increment 3. Promotion 4. Transfer 5. Training 6. Development 7. Termination

Performance Appraisal System Types of Appraisal Systems 1. Traits appraisal 2. Targets and Traits appraisal 3. MBO 4. 360 Degree appraisal system

PERFORMANCE APPRAISAL SYSTEM Other Methods of Performance Appraisal: 1. Ranking 2. Person-to person comparison 3. Grading 4. Graphic scales 5. Checklists 6. Forced choice description 7. BES-expectation scales BOS- observation scales 8. Essay

PERFORMANCE APPRAISAL

TRAINING OF THE RATER: 1. The halo error 2. The central tendency 3. Constant errors (a) too harsh (b) too easy or lenient 4. Miscellaneous errors (a) similar-to me. (b) contrast (c )position (d) biases of sex, race, religion, and nationality

TRAINING AND DEVELOPMENT TRAINING TERMINOLOGY ‘Training”- is a process of learning a sequence of programmed

behaviour. It attempts to improve performance on the current job or prepare for an intended job

‘Development’ – it is related to training and covers not only activities which covers improvement in job performance but also brings about growth of the personality; helps individuals in the progress towards maturity and self-actualization of the person’s potential capacities so that they become not only better employees but also better men and women.Training a person for a bigger job is Development which would include not only specific skills and knowledge but also personality and mental attitudes

TRAINING AND DEVELOPMENT Training Terminology ‘Education’ – is the understanding and intervention of knowledge. It develops a rational and logical mind that can determine relationships among pertinent variables and their character, and understanding of basic principles and develop the capacities of analysis, synthesis and objectivity, Usually, education is outside the purview of organizations except of educational institutions. Aspect Term Personnel Process

Training Short-term Non-managers Technical & Mechanical

Development Long-term Managers Philosophical & Theoretical

TRAINING AND DEVELOPMENT The Training Process involves: 1. Identification of performance opportunities and analysis of what caused those opportunities to exist 2. Identification of alternative solutions to the opportunity and selection of the most beneficial solution 3. Design and implementation of the solution 4. Evaluation of the results Training provides employees with the knowledge and skills to perform more effectively, preparing them to meet the inevitable changes that occur in their jobs Training is an “opportunity” for learning Learning means a relatively permanent change in cognition (i.e.understanding and thinking) that results from experience and that directly affects behaviour. Learning happens because of many factors including design and implementation of training, the motivation and learning style of the trainees, and the learning climate in the organization

TRAINING AND DEVELOPMENT Learning Objectives Skill-Based Learning •Compilation •Automaticity

LEARNING

Cognitive Knowledge •Declarative Knowledge •Procedural Knowledge •Strategic Knowledge

Attitudinal Learning •Affect/Feelings

Training and Development Comparing Training and Development Learning Training Development Dimensions Who? Non-managerial Managerial What? Technical & Theoretical Mechanical Conceptual ideas Why? Specific job General Knowledge related purpose When? Short-term Long-term

TRAINING AND DEVELOPMENT Purpose of Training: 1. To increase Productivity 2. To improve Quality 3. To improve Organizational Climate 4. To improve Health and Safety 5. Obsolescence Prevention 6. Personal Growth Responsibility for Training 1. Top Management- frames training policy 2. Personnel Dept - plans, establishes and evaluates programmes 3. Supervisors - implement and apply development procedure 4. Employees - who provide feedback, revision and suggestions

Training and Development Active Learning 1. People remember only 10% of what they read 2. 20% of what they hear 3. 30% of what they see 4. 50% of what they see and hear 5. 70% of what they say 6. 90% of what they say as they perform the task N.B. In other words, people learn best and more by doing than by ‘hearing’.

Training and Development Training Methods and Techniques Classification of Training Methods On the job Demon. & examples Vestibule Lectures

Apprenticeship

Simulation

Conference

Other Training Methods Classroom Methods Associations

Audiovisua

Case Study Role-Playing Programmed Instruction

TRAINING AND DEVELOPMENT Classification of Training Methods: 1. Training in the field, on- the- job Apprenticeship In-Plant Training Craftsmanship Training 2. Simulating Real Life Situations Role Playing Business Game In-Basket Training 3. Laboratory Training Sensitivity Training-T-Group and L-Group Transactional Analysis

TRAINING AND DEVELOPMENT Classification of Training Methods(contd.) 4. Sampling Real Life Incidents, Case Method/Case Studies 5. Individualized Training or Counselling Practicing Specific Skills Reading and Writing Assignments Postal Tuition Programmed Instruction 6. Discussion Methods Syndicate Method Seminars , Conferences, Colloquium, Symposium 7. The Lecture Method

CAREER PLANNING ( Balancing Individual and Organizational Needs) Organization’s Needs Strategic Operational Current competencies Employee turnover Future competencies Absenteeism Market changes Talent pool Mergers, etc. Outsourcing Joint ventures Productivity CAREER MANAGEMENT Personal Professional Age/tenure Career stage Family concerns Education & training Spouse employment Promotion aspirations Mobility Performance Outside interests Potential Current career path Individual Needs

CAREER PLANNING OF HR MANAGEMENT VP-HR Corp.HR Dir. Div.HR Corp.HR Dir. Manager Asst. div HR Dir. Reg.HR Plant Manager HR mgr Asst. plt. HR mgr. HR Regl.HR Associate Super. HR Associate

ALTERNATIVE CAREER MOVES

PROMOTION

EXIT

TRANSFER

DEMOTION

CAREER PLANNING The basis of Career Planning is the Appraisal System which has two basic objectives viz (a) Control Mechanism (b) Development Mechanism Appraisal has its linkages which are depicted in the following diagram Scale of Objective measures of Appraisal Quality Cost And and Quantity Profit As Performance HR Acctg.

Productivity Measure Measures Measurement of of Withdrawals Resistance

Absenteeism Minimum Maximum Performance Performance Standards Standards

Separations & Turnovers Disciplinary Actions

Grievances

CAREER PLANNING (Components of Career Planning) Organization Individual Career Planning Career Planning Future Needs

Self Awareness: Abilities and interests Planning Goals, Life & work

Career Ladders Assessment of Individual Potential

Planning to Achieve Goals

Connecting Organizational Needs and Individual Need

Alternatives: Internal & Extl. to Organization

Coordination and Audit of Career System

Career ladders: Internal and & Extl. To Organization Synthesis Placement

CAREER PLANNING The Goal: Match Individual Identify Career Opportunities and Organizational Needs and Requirements The Goal Matching Opportunities & Requirements Encourage employee ownership Identify future competency levels Create a supportive context Establish job progressions/careers paths Communicate direction of company Balance promotions, transfer, Establish mutual goal setting and exits etc. planning Establish dual career paths Institute Career Gauge Development Initiatives Employee Potential Provide workbooks & workshops Measure competencies(appraisals) Provide career counseling Establish talent inventories Provide career self-management Establish succession plans training Use assessment centers Give development feedback Provide mentoring

HRM STRAGEGIES FOR LONG-TERM GROWTH

1. Outsourcing HR activities 2. BPO and Call Centres 3. How to balance Work with Life (QWL) 4. Making HR activities Ethical 5. Managing Diversity 6. Attitude towards Unions 7. Globalization 8. Corporate Re-organizations 9. New Organizational Forms 10.Changing Demographics of the Workforce 11.Changed Employee Expectations 12.Loss of Joy and Pleasure

HRM and PRODUCTIVITY Using HRM tools for achieving Productivity: 1. Attracting the right kind of people 2. Getting them to give of their best 3. Providing them with the right Leadership 4. Creating an Organizational Culture that encourages Learning 5. Rewarding employees for their Performance 6. Training & Developing and Growth Opportunities 7. Making efforts to Retain employees

Job Enrichment Means enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying. This was popularized by Herzberg who highlighted the motivational needs of employees like self-fulfillment and self-esteem.This is for long-term satisfaction and performance goals. Job enrichment, or vertical expansion of jobs, may be accomplished by increasing the autonomy and responsibility of employees. Hertzberg described 5 factors for enriching jobs and motivating employees: 1. Achievement 2. Recognition 3. Growth 4. Responsibility 5. Performance of the whole jobs instead of of only parts of the job Managers were expected to enrich the jobs in terms of the following:

Job Enrichment ( contd.) -increasing the level of difficulty and responsibility of the job -allowing employees to retain more authority and control over work outcomes -providing unit and individual job performance directly to employees -adding new tasks to the jobs that require training and growth -assigning individuals specific tasks to enable them to become experts. The above factors enable (a) Greater role in the decision-making process (b) More involved in Planning, Organizing, Directing and Controlling (c) May be accomplished by formation of teams for self-management JE is not a solution to problems of pay or benefits dissatisfaction,or employee security Moreover its not that all employees are dissatisfied with mechanical work on the assembly line and its not that all employees seek responsibility and challenge in their jobs as they like their minds to wander while they work.

Employee Empowerment This involves granting employees power to initiate change, thereby encouraging them to take charge of what they do. E encourages employees to become innovators and managers of their own work, and it involves them in their jobs in ways that give them more control and autonomous decision-making capabilities. E involves “pushing down decision-making responsibility to those internal and external customers.” For encouraging E the following conditions are necessary 1. Participation: Employees must be encouraged to take control of their work tasks. Employees, in turn, must care about improving their work process and interpersonal work relationships 2. Innovation: The environment must be receptive to people with innovative ideas and encourage people to explore new paths and to take reasonable risks at reasonable costs. An empowered environment is created when curiosity is as highly regarded as is technical expertise

Employee Empowerment (contd.) 3.Access to information: Employees must have access to a wide range of information. Involved individuals decide what kind of information they need for performing their jobs 4. Accountability: E does not involve being able to do whatever you want. Empowered employees should be held accountable for their behaviour toward others, producing agreed-on results, achieving credibility,and operating with a positive approach E thrives where the culture of the organization is open and receptive to change. Culture is created through the philosphies of senior managers and their leadership traits and behaviour. Effective leadership in an empowered organization is highlighted by managers who are honest, caring, and receptive to new ideas, and who exhibit dignity and respect for employees as partners in organizational success.

INCENTIVE SCHEMES In the absence of incentive schemes employees tend to only meet the minimum performance standards.However,when incentives are linked to output, workers will increasingly apply their knowledge and skills to their jobs and will be encouraged to work together as a team. Incentive Plans are grouped under three categories: 1. Individual Incentive Plans 2. Group Incentive Plans 3. Enterprise Incentive Plans Individual Group Enterprise 1.Piecework Team compensation Profit sharing 2.Standard hour plan Scalon Plan Stock options 3.Bonuses Rucker Plan ESOPS 4.Merit pay Improshare 5.Lump-sum merit pay 6.Incentive awards 7.Sales incentives

Incentive schemes (contd.) Generally Incentive schemes are linked with organizational objectives both on an individual or group basis. These could be (a) Lowering labor costs (b) Improving customer satisfaction (c) Expand product markets (d) Maintain high levels of productivity and quality Advantages of Incentive Pay Programs: 1. Employee efforts focus on specific performance targets 2. Variable costs linked to achievement of results 3. Both quality and quantity parameters are to be met 4. Incentives foster teamwork and unit cohesiveness 5. Incentives are a way to distribute success 6. Incentives are a way to reward or attract top performers Successful incentive programs should be- linked to valued behaviour,fair to employees,set challenging but achievable productivity/quality standards with payout formulas simple and understandable

Incentive schemes( contd.) Individual Incentive Plans: A) Piece Work 1. Straight Piecework-for each unit produced 2. Differential Piecework –if production exceeds the standard output higher rate is paid for all the output than the rate paid to those who do not n.b. is applicable where the work is readily measureable;quality is less critical;job is fairly standardized and there is a steady flow of work B) Standard Hour Plan Standard Time is the predetermined time for completing a job. If a job which requires 5 hours is completed in 4 and-a-half hours he would be paid his wage rate times five hours. C) Bonus It is a payment made beyond the wage rate and provides employees with more wages for increased effort.It is more applicable to executive and managerial employees also to all.

Incentive schemes(contd.) Merit Pay: This is paid to those who have achieved some objective performance This will serve as a pay motivator especially for top performers while sending a message to poor-performing employees. A strategic compensation policy must differentiate between outstanding,good and average performance. Furthermore,granted on the basis of merit should be distinguishable from cost-of-living or other general increases. Only a percentage of employees will be eligible for merit awards(7to10%). Problems with Merit Raises: 1. Money may not be adequate to raise base pays of all employees 2. Problems of defining performance clearly 3. Employees unable to distinguish merit raises to their performance 4. Performance appraisal often at odds appraiser and appraisee 5. Lack of honesty and cooperation 6. Merit pay do not motivate higher levels of management

Incentive schemes ( contd.) Incentive Awards and Recognition Employers should take care to tie awards to performance and deliver awards in awards a in a timely, sincere and specific way Employers are now thinking of awards and employee recognition more strategically with programs closely aligned to their business goals Sales Incentives Sales jobs require good deal of enthusiasm and drive in view of the competitive nature of selling. Incentive plans must provide a source of cooperation and trust particularly when employees are away from the office and cannot be supervised closely and who have to exercise a high degree of self-discipline Sales people can be measured by the rupee value of their sales as also by their ability to establish new accounts,promote new products or services and provide various forms of customer service and assistance. It may be noted that sales performance is affected by factors beyond their control like economic and seasonal fluctuations, sales competition,changes in demand and nature of sales territory etc.

Incentive Schemes ( contd.) Types of Sales Incentive Plans (a) Straight salary plan:Helps to devote more time to providing more services and building up goodwill with customers without affecting income. However, the limitation is that there is no motivation to maximize sales effort (b) Straight commission plan:Provides maximum incentive and is easy to compute and understand. It may be a percentage of sales but has the following limitations 1.Emphasis is on sales volume rather than on profits 2.Customer service after the sale is likely to be neglected 3.Earnings tend to fluctuate between good and bad business periods 4.Salespeople are tempted to grant price concessions (c ) Combined salary and commission plan: This is widely used and there is the 70/30 distribution reasons being:has a right mix with advantages of both the above systems; affords greaer flexibility could maximize company profits;can develop favourable ration of expenses to sales and the sales force can be motivated to meet marketing goals.

Job Satisfaction Definition: “ A pleasurable or positive emotional state resulting from the appraisal of one’s job experience” From the above it can be inferred that job satisfaction is the consequence of employee’s perception of how well his job provides him those things which are considered to be important. Job Satisfaction has three important aspects: 1. It can be said to be an emotional response( cannot be seen) to the job situation 2. It will be measured in terms of how well the end results match(or meet) or exceed expectations 3. It is always referred to in terms of several related attitudes There are various factors which affect Job Satisfaction: (a) Pay (b) The Work (c) Promotions (d) Supervision (e) Work Group (f) Working Conditions

Job Satisfaction( contd.) Ways of measuring Job Satisfaction: (a) Rating Scales 1. General rating scales 2. Popular rating scales Minnesota Satisfaction Questionaire Job Description Index Porter Need Identification Questionaire (b) Critical Incidents This method was popularized by Frederick Herzberg and covers incidents in the job situation which were particularly satisfying and dissatisfying and related to those positive and negative attitudes. (c ) Personal Interviews This method provides an opportunities for in-depth interaction and clarification but the interviewer could be prejudiced and the manner of questioning and recording the information could affect the result.Besides the method is time-consuming and expensive.

Job Satisfaction ( contd.) (d) Action Tendencies Here the respondents are asked on how they feel like behaving with respect to certain aspects of their job. Impact of Job Satisfaction on Work Performance There is a big debate on whether job satisfaction has a positive effect on productivity. But employees with satisfied employees are more effective than those with dissatisfied employees.Just as job satisfaction is a result of work experience, organizational effectiveness can be improved by identification of causes for high dissatisfaction. It must be noted that there is no definite linkage between satisfaction and productivity. In other words,satisfied workers need not be the highest producers. Job Satisfaction and Absenteeism Research has shown that there is an inverse relationship between job satisfaction and absenteeism.When Job satisfaction is high, absenteeism. And when satisfaction is low, absenteeism is high.When an employee feels is not that important he tends to remain frequently absent.

Job Satisfaction (contd.) Other related impacts of Job Satisfaction -Better mental health and physical health -Enthusiasm to learn new job-related tasks -Fewer on- the- job accidents and grievances -Likely to engage in pro-social behaviour- tries to help colleagues, customers and will to be cooperative Relationship between Job Satisfaction and Productivity, Turnover and Absenteeism

Productivity No strong Linkage between JS and productivity

Turnover A moderate relationship exists between JS and turnover

Absenteeism Inverse relationship exists between Absenteeism and JS