Human Resource Management

Introduction

A basic concept of management states that manager works in organizations.

Organization has three basic components, People, Purpose, and Structure. HRM is the
study of activates regarding people working in an organization. It is a managerial
function that tries to match an organization’s needs to the skills and abilities of its
employees. Let’s see what is meant by the three key terms, human, resource, and
management.

 Human (Homo-sapiens – Social Animal)

 Resources (Human, Physical, Financial, Technical, Informational etc.)
 Management (Function of Planning, Organizing, Leading & Controlling of
organizational resources to accomplish goals efficiently and effectively)

Functions of HRM

Basic functions that all managers perform: planning, organizing, staffing, leading, and
controlling. HR management involves the policies and practices needed to carry out the
staffing (or people) function of management.

HRM department regardless of the organization’s size must perform following human
resource management functions;

 Staffing (HR planning, recruitment and selection)

 Human resource development
 Compensation and benefits
 Safety and health
 Employee and labor relations
 Records maintaining, etc.
 HR research (providing a HR information base, designing and implementing
employee Communication system).

1
WHAT IS HUMAN RESOURCE MANAGEMENT?

As we said that HRM is the management of people working in an organization, it is a

subject related to human. For simplicity, we can say that it is the management of
humans or people. HRM is a managerial function that tries to match an organization’s
needs to the skills and abilities of its employees. Human Resource Management is
responsible for how people are managed in the organizations. It is responsible for
bringing people in organization helping them perform their work, compensating them
for their work and solving problems that arise.

GROWING IMPORTANCE OF HRM

The success of organizations increasingly depends on people-embodied know-how- the

knowledge, skill, and abilities imbedded in an organization's members. This knowledge
base is the foundation of an organization' core competencies (integrated knowledge
sets within an organization that distinguish it from its competitors and deliver value to
customers).

HRM plays important role in creating organizations and helping them survive. Our
world is an organizational world. We are surrounded by organizations and we
participate in them as members, employees, customers, and clients. Most of our life is
spent in organization, and they supply the goods and services on which we depend to
live. Organizations on the other hand depend on people, and without people, they
would disappear.

Factors Contributing to the Growing Importance of HRM

A. Accommodation to workers' needs

Workers are demanding that organizations accommodate their personal needs by

instituting such programs as flexible work schedules, parental leave, child-care and
elder-care assistance, and job sharing. The human resource department plays a central
role in establishing and implementing policies designed to reduce the friction between
organizational demands and family responsibilities.

B. Increased complexity of the Manager’s job

2
Management has become an increasingly complex and demanding job for many
reasons, including foreign competition, new technology, expanding scientific
information, and rapid change. Therefore, organizations frequently ask human resource
managers for assistance in making strategic business decisions and in matching the
distinctive competencies of the firm's human resources to the mission of the
organization. Executives need assistance from the human resource department in
matters of recruitment, performance evaluation, compensation, and discipline.

C. Legislation and litigation

The enactment of state laws has contributed enormously to the proliferation and
importance of human resource functions. The record keeping and reporting
requirements of the laws are so extensive that to comply with them, many human
resource departments must work countless hours and often must hire additional staff.
Four areas that have been influenced most by legislation include equal employment,
Compensation, safety, and labor relations. An organization's failure to comply with laws
regulating these areas can result in extremely costly back-pay awards, class action suits,
and penalties.

D. Consistency

Human resource policies help to maintain consistency and equity within an organization.
Consistency is particularly important in compensation and promotion decisions. When
managers make compensation decisions without consulting the human resource
department the salary structure tends to become very uneven and unfair promotion
decisions also may be handled unfairly when the HR department does not coordinate
the decision of individual manger.

E. Expertise

Now days there exists sophisticated personnel activities that require special expertise.
For example, researchers have developed complex procedures for making employee-
selection decisions; statistical formulas that combine interviews, test scores, and
application-blank information have replaced the subjective interviews traditionally used
in making selection decisions. Similarly, many organizations have developed
compensation systems with elaborate benefits packages to replace simple hourly pay or
piece rate incentive systems

3
 F. Cost of Human Resource

Human resource activities have become increasingly important because of the high cost
of personal problem. The largest single expense in most organizations is labor cost,
which is often considerably higher than the necessary because of such problems as
absenteeism tardiness and discrimination.

WHY ARE WE CONCERNED WITH HRM?

1. Helps you get results - through others.

Different managerial techniques help mangers to direct the performance of employees

in desirable direction in order to achieve the organizational objectives. Through the
efforts of others working in an organization, managers get things done that require
effective human resource management.

2. Helps you avoid common personnel mistakes

Qualified HR mangers utilize organization resources in such a way that helps to avoid
common personnel mistakes like the following…

a. Hiring the wrong person for the job

b. Experiencing high turnover
c. Finding employees not doing their best
d. Having your company taken to court because of your discriminatory actions
e. Having your company cited under federal occupational safety laws for unsafe
practices
f. Allowing a lack of training to undermine your department’s effectiveness
g. Committing any unfair labor practices
3. Helps you to gain Competitive Advantage

Among all the resources possessed by the organizations it is only Manpower or the
Human resources that create the real difference. Because all organizations can have the
same technology, they can possess same type of financial resources, same sort of raw
material can be used to produce the goods and services but the organizational source
that can really create the difference is work force of the organization. Therefore they are
the main sources of innovation creativity in the organizations that can be used as a

4
competitive advantage. In today’s competitive environment, these are the people which
can create competitive advantageous for the organizations.

The world around us is changing. No longer can we consider our share of the “good
Life” given. If we are to maintain some semblance of that life, we as individual, as
organizations, as society will have to fight actively for it an increasingly competitive
global environment. If organizations are able to manage its work force
efficiently/effectively this will be beneficial for all stakeholders (Organization, Employees
and Society).

Challenges/Issues of Managing Human Resources in present era

Following are the main issues that are faced by the mangers to manage the workforce
of today’s organization for achievement of objectives.

A. To Attract People

People will be interested to join any organization if it is providing them quality working
environment, attractive benefit and opportunities to excel in future. Keeping in view the
opportunities in the market, the first issues will be to attract good people for your
organization.

B. To Develop People

Development is related to provide the opportunities for training and development to

match the skills to job in particular areas. It requires careful need assessment for training
and selecting effective training methods and tools. After attracting and selecting,
Continuous development of workforce of the organization leads towards development
of the organization. And they will start playing their important role in the organization.

C. To Motivate

Motivation means to influence performance of others and to redirect the efforts in

desirable direction by using different motivational tools that can help in fulfilling the
mission of organization. Third important issues/concern will be to keep your workforce
motivated so that they should keep on delivering effectively.

D. To Keep Talented People

5
This is related to retention of workforce in organization and to take steps that can
prevent undesirable detachments of talented and motivated workers from the
organization.

Importance of Human Resources

 People are the most important resource of an organization.

 They supply the talent, skills, knowledge, and experience to achieve the
organization’s objectives.
 Leaders/managers at various levels work with and through people to achieve good
results.
 Thus,

o People create excellence.

o They are the real assets of an organization.
o If treated well, they can take organizations to commanding heights.

Hence, managers need to balance the aspirations of people with organizational

demands carefully through the application of appropriate HRM system.

What is HRM?

 The art of procuring, developing and maintaining competent workforce to achieve

the goals of an organization in an effective and efficient manner (Rao, 2002: 3).
 It is concerned with the most effective use of people to achieve organizational and
individual goals (Ivancevich & Glueck, 1990).
 In short, HRM is a way of managing people at work so that they give their best to
the organization.

Objectives of HRM

1. To help the organization reach its goals

2. To employ the skills and abilities of the workforce efficiently.
3. To provide the organization with well-trained and well-motivated employees.
4. To increase to the fullest the employees’ job satisfaction.

Suitable programs have to be designed to improve QHR

6
 o To communicate HR policies to all employees.
o To help maintain ethical policies and behavior.

Evolution of HRM

 HR-related activities have been as old as human civilization.

 According to Gupta (1997), modern concept of HRM has developed through six
stages:

1. The Commodity Concept (the guild system)

2. The Factor of Production Concept (Taylorism)
3. The Paternalistic Concept (emergence of trade unions)
4. The Humanitarian Concept (human relations concept)
5. The Behavioral Human Resource Concept
6. The Emerging Concept

The Commodity Concept

 The guild system was the beginning of personnel management.

 Guild was a closely knit group concerned with selecting, training, rewarding &
maintaining workers.
 Labor began to be considered as a commodity to be bought & sold.

The factor of production concept

 Employees were considered as a factor of production just like land, materials &
machines.
 Taylor’s scientific management stressed proper selection & training of employees
so as to maximize productivity.

The paternalistic concept

 Employees organized together on the basis of their interest & formed trade
unions to improve.
 Employers had also began to provide schemes to workers.
 Employers assured a fatherly & protective attitude towards their employees.

7
The humanitarian/human relations concept

 It is based on the belief that employees had certain inalienable rights as human
beings & it is the duty of the employer to protect.
 Hawthorne experiments had also contributed to draw the attention of employers
in taking care of social & psychological satisfaction of employees.

The behavioral human resource concept

 It aimed at analyzing & understanding human behavior in organization.

 Motivation, group dynamics, organizational climate, organizational conflict, etc.
became popular under this concept.
 Employees began to be considered as valuable assets of an organization.
 Efforts were made to integrate employee with the organization so that
organizational goals & employee aspirations could be achieved simultaneously.
 Focus shifted towards management practices like two way communication,
management by objectives, role of informal groups, quality circles, etc.

The emerging concept

 Now employees are considered as partners in an organization.

 In an industry, they are given share in company’s stock membership.
 Slowly & steadily, HRM is emerging as a discipline.

Competency-Related HRM

What is Competency?

 The concept of competency was first popularized by Boyatzis (1982).

 Competency is “a capacity that exists in a person that leads to behavior that
meets the job demands within the parameters of the organizational environment
and that, in turn, brings desired results” (Boyatzis, 1982).

Other Definitions

 Competencies are the skills & personal characteristics that contribute to superior
performance (Cripe & Mansfield, 2002).

8
  Competencies are the behavioral dimensions that affect job performance
(Woodruffe, 1990).
 Competency is any individual characteristic that can be measured or counted
reliably and that can be shown to differentiate significantly between effective &
ineffective performance (Spencer et al, 1990).
 Competencies are fundamental abilities & capabilities needed to do the job well
(Furnham, 1990).
 Competencies refer to all work-related personal attributes, knowledge, skills &
values that a person draws upon to do their work well (Roberts, 1997).

Illustration

 Competencies include more than the technical skills needed to carry out the job
tasks. For example, consider the job of the wait staff at a restaurant.

o Certain technical skills need to be mastered, such as carrying trays loaded

with dishes, moving efficiently b/n kitchen & dining room, & using a
calculator or computer to compute the bill.
o But to be outstanding, an individual must also demonstrate other qualities,
such as friendliness & responsiveness to the diners’ concerns.

The Constituents of Competency

 Spencer et al (1990) believe that competencies consist of motives, traits, self-

concept, content knowledge, & cognitive & behavioral skills.
 Motives—the underlying need pattern that drives, directs & selects an
individual’s behavior;
 Traits—general dispositions to behave or respond in a certain way; for example,
self-confidence, self-control, resistance to stress, ‘hardiness’;
 Self-concept—the individual’s attitudes or values towards himself/herself;
 Content knowledge—knowledge of facts or procedures, either technical (how to
trouble-shoot a defective computer) or interpersonal (how to give feedback);
 Cognitive & behavioral skills—either covert (for example, deductive or
inductive reasoning) or observable (for example, active listening).

9
Types of Competencies

 Competencies can be

o generic or specific,
o threshold or performance, or
o Differentiating.

Generic or Specific Competencies:

 Competencies can universally be generic, applying to all people in occupation,

such as management, irrespective of the organization to which they belong, or
their particular role.
 They can also be organizationally generic, applied to all staff, or they can be
applied to a job family—a related group of jobs where the nature of the work is
similar but carried out at different levels, or
o They can cover occupational categories such as managers, scientists,
professional staff, sales staff or office/administrative staff.
 Competencies related to individual roles (role-specific competencies) may also
be defined.

Threshold & performance competencies

 Threshold competencies are the basic competencies required to do the job,

which do not differentiate b/n high & low performers.
 Performance competencies do make this distinction.

Differentiating competencies

 Differentiating competencies define the behavioral characteristics that high

performers display as distinct from those characterizing less effective people—
the performance dimensions for their job.
 The definitions of the level of competency expected of high performers in certain
areas can be used as behavioral models for discussion at the performance
agreement & performance review stages of performance management.
 One way of setting out the difference b/n high & less effective performance is to
derive positive & negative indicators for each competency heading as in the
following example for leadership.

10
Definition:

Leading is guiding, encouraging & motivating individuals & teams to achieve a

desired result.

Positive indicators:

 Achieves high level of performance from team

 Defines objectives, plans & sets expectations clearly
 Continuously monitors performance & provides good feedback
 Maintains effective relationships with individuals & the team as a whole.
 Develops a sense of common purpose in the team.
 Builds team morale & motivates individual members of the team effectively by
recognizing their contribution while taking appropriate action to deal with poor
performers.

Negative indicators:

 Does not achieve high levels of performance from team.

 Fails to clarify objectives or standards of performance.
 Pays insufficient attention to the needs of individuals and the team.
 Neither monitors nor provides effective feedback on performance.
 Inconsistent in rewarding good performance of taking action to deal with poor
performance.
 Competencies can also be set out in the form of a scale to provide a basis for
assessment as in the following:

Personal drive:

Self-confident & assertive drive to win with decisiveness & resilience:

1. Decisive even under pressure, assertive & tough-minded in arguing his/her case,
very self-confident, shrugs off set-backs.
2. Will commit him/herself to define opinions, determined to be heard, can come
back strongly if attacked.
3. May reserve judgment where uncertain, but stands firm on important points,
aims for compromise, fairly resilient.

11
 4. Avoids making rapid decisions, takes an impartial coordinator role rather than
pushing own ideas.
5. Doesn’t pursue his/ her own points, goes along with the group, allows criticisms
or setbacks to deter him/her.

Describing Competencies

 Descriptions of competencies may be called competency frameworks, competency

maps, competency profiles or competency clusters and lists.
 Competency frameworks define the competency requirements that cover all the
key jobs in an organization or all the jobs in a job family.
o The frameworks are likely to consist of ‘generic competencies’.
 Competency maps describe the different aspects or categories of competent
behavior in an occupation against competency dimensions such as strategic
capability, resource management & quality. (See example for HR competency
framework, Armstrong, 2001:106.)
 Competency profile set out competencies required for effective performance in a
specific role.
o These may be set out in the form of ‘differentiating competencies’.

Typical competencies

 Competency magazine in 1996 reported that the 10 most common behaviors

sought by the 126 organizations they surveyed were:

 Communication;
 Achievement/result orientation;
 Customer focus;
 Teamwork;
 Leadership;
 Planning & organizing;
 Commercial/business awareness;
 Flexibility/adaptability;
 Developing others;
 Problem solving.

12
 Other typical categories are analytical skills, delivery of results, drive, expertise,
planning & organizing skills and strategic capabilities.
 Example of a competency framework
 The following is an example of a competency framework prepared for the Prince’s
Trust:

1. Achievement/result orientation:

 The desire to get things done well & the ability to set & meet challenging goals,
create own measure of excellence & constantly seek ways of improving
performance.

2. Business awareness:

 The capacity continually to identify & explore business opportunities, understand

the business opportunities & priorities of the organization & constantly to seek
methods of ensuring that the organization becomes more businesslike.

3. Communication:

 The ability to communicate clearly & persuasively, orally or in writing.

4. Customer focus:

 The exercise of unceasing care in looking after the interests of the external &
internal customers to ensure that their wants, needs & expectations are met or
exceed.

5. Developing others:

 The desire & capacity to foster the development members of his or her team,
providing feedback, support, encouragement & coaching.

6. Flexibility:

 The ability to adapt to & work effectively in different situations & carry out a
variety of tasks.

13
7. Leadership:

 The capacity to inspire individuals to give of their best to achieve a desired result
& to maintain effective relationships with individuals & the team as a whole.

8. Planning:

 The ability to decide on courses of action, ensuring that the resources required to
implement the action will be available and scheduling the program of work
required to achieve a defined end-result.

9. Problem solving:

 The capacity to analyze situations, diagnose problems, identify the key issues,
establish & evaluate alternative courses of action & produce a logical, practical &
acceptable solution.

10.Teamwork:

 The ability to work cooperatively & flexibly with other members of the team with
a full understanding of the role to be played as a team member.

11.Knowledge- sharing:

 The disposition to share knowledge fully & willingly with others in the interests of
the organization.

How Competencies are acquired: basic steps

1. Identification of the required competencies

2. Self-assessment
3. Observation & study
4. Practice
5. Feedback
6. Goal setting
7. Support & reinforcement.

14
What is Competency-Related HRM?

 Competency-related human resource management is about using the

concept of competency & the results of competency analysis to inform &
improve the processes of

o recruitment & selection,

o employee development &
o Employee reward (Armstrong, 2001).

Using the Concept for Integrated HRM

 The language of competence & the existence of a competency framework can

provide an invaluable basis for integrating key HR activities & achieving a
coherent approach to the management of people.
 The integrated elements of HRM around the competency framework are
illustrated in Figure 1.1.

Recruitment &
Selection

Performance Competency
management framework
HRD

Reward
Mgt

Figure 1.1 Competency-based integrated HRM

15
Recruitment & Selection

 A competency approach to recruitment & selection focuses on performance

rather than job content.
 This means defining performance criteria in terms of the competency profile for
the job.
 HRP processes can be related to forecasts of future competency requirements &
an analysis of the gaps to be filled b/n the likely demand for particular types of
competencies & the anticipated supply of people with those competencies.
 Competency-related recruitment processes are based on the identification of
competencies & the preparation of competency-based people specifications.
 This provides a framework for structured interviews & other recruitment
methods.

Performance management

 Performance Management is a process for assessing & improving performance

based on:

o the agreement of objectives,

o competence requirements & development needs,
o the measurement of achievements & performance in relation to those
needs &
o The agreement of new objectives & development plans on the basis of
that measurement.

 A full performance management process is concerned not only with outputs in

the form of results but also with the behavioral aspects of how the role is being
carried out, which determine outcomes.
 Assessing these indicates what may need to be done to modify that behavior in
order to improve performance.
 The assessment of behavior is best done by reference to properly researched &
agreed competency dimensions, either generic competencies applying to whole
occupation, or individual job competencies.

16
Human resource development (HRD)

 An understanding of the competencies required in a particular roles is the best

basis for creating learning situations & plans:
o Self-managed learning, coaching & counseling, personal development
plans or more formal training events & programs.
 Competency framework, competency maps and competency profiles will indicate
learning needs—the specific competency dimensions that need to be addressed
through the provision of learning opportunities & the simulation of self-
development.
 Development centers using assessment center methodology based on
competencies can help in the identification of development needs.

Reward management

 One of the most recent developments in reward management practices has been
the use of competency-related pay—relating grades & amounts of pay to the
achievement of defined levels of competence or using competency dimensions
as analytical job evaluation scheme headings.

Why HRM Matters Now More than Ever

 Regardless of their industry, size or location, companies today face five critical
business challenges.

1. Globalization: thinking globally and acting locally.

o This requires moving people, ideas, products & information

around the world to meet local needs.

2. Profitability through revenue growth

3. Rapid technological explosion
4. Increasing emphasis on intellectual capital (knowledge) as a source of
competitive advantage
5. Change, change and more change.

 Collectively, these challenges require organizations to build new capabilities.

 HR should be responsible for developing those capabilities.

17
  Other Management Challenges: New Management Practices

1. New organizational forms (teams, boundary less organizations.) have come in place
of pyramid-shaped units.
2. Employees are being empowered to make more and more decisions.
a. Employees are at the top now.
b. They are equipped to take prompt decisions in line with customers’ needs.
3. Corporate layers have vanished overnight.
a. Organizations have demolished the hierarchical levels with a view to facilitate
quick communications & decisions.
4. The bases of power have changed.

 Position, title, authority are no longer adequate to get the jobs done.
 Instead managers have to tap sources of good ideas, strike collaborations to
implement those ideas & get results.

5. The new manager should increasingly think of himself as:

 a sponsor,
 team leader &
 Internal consultant instead of viewing his position & power as unchallenged,
unique & super normal.

6. Managers today must work toward building commitment among employees.

 “The only way I see to get more productivity is by getting people involved
and excited about their jobs” (Jack Welch, GE manager).

Role of HR Manager

 The personnel department generally acts in an advisory capacity;

o It provides information, offers suggestions, counsels & assists all line
mangers.
 The personnel manager must exercise control very tactfully in order to win the
confidence & cooperation of line managers.

18
  The authority of the personnel manager should emanate from personnel policies
and programs and from the advantage & result of accepted specialized
knowledge.

Some of the major roles include:

1. Advisory role: performs his functions by advising, suggesting, counseling &

helping the line managers in discharging their responsibilities relating to
grievance redressal, conflict resolution, employee selection, training, etc.
2. The Conscience role: informs management about the humanitarian approach
towards moral & ethical obligations to its employees.
3. Counselor role: discusses the various problems of employees relating to work,
career, their supervisors, colleagues, health, and family, financial, social, etc., and
suggests them means to minimize & overcome those problems.
4. Mediator’s role: acts as a mediator in case of friction between two employees,
employees & management so as to maintain industrial harmony.
5. Representative role: acts as a representative of the organization so as to give an
overall picture of the organizational operations to the employees particularly in
case of industrial disputes or grievance redressed.

o He also acts as a worker’s representative in representing their problems to

management particularly in non-unionized concerns.

6. Clerical role: plays this role regarding time-keeping; calculation of wages, salary,
allowances & incentive compensation; maintenance of records and the like.
7. Fire-fighting role/legal role: plays this role regarding grievance handling,
settlement of disputes, handling disciplinary cases, collective bargaining, joint
consultation, interpretation and implementation of various labor laws, contacting
lawyers regarding court cases, filing lawsuits in labor courts, industrial tribunals,
civil courts and the like.
8. Welfare role: provides and maintains (on behalf of the company) canteens,
health services, crèches, educational institutes, clubs , libraries, conveyance
facilities, co-operative credit societies, consumer stores, etc.
9. Problem solver role: diagnoses problems and determines appropriate solutions
particularly in human resources areas.

19
 10. Researcher role: conducts research on problems related to HR and evaluates the
impact of different HRD interventions.
11. Change agent role: expected to convince both workers and management and
take the lead in implementing changes in technology, organization, production
& installing the OD techniques.
12. Decision-making role: plays a dominant role in decision-making processes and
takes decisions regarding both major & minor issues of the organization
involving human resources.

 He formulates objectives, policies & programs of HRM.

13. Executive role: plays a dominant role in executing personnel-related decisions

and programs.

o HR manager’s role in delivering organizational excellence

o HR can help to deliver organizational excellence in four ways:

1. HR should become partner with senior & line managers in

o Strategy execution,
o Helping to move planning from the conference room to the market
place.

2. It should become an expert in the way work is organized and executed,

delivering administrative efficiency to ensure that costs are reduced while
quality is maintained.
3. It should become a champion for employees, vigorously representing their
concerns to senior management and at the same time working to increase
employee contribution (i.e. commitment & ability to deliver results).
4. It should become an agent of continuous transformation; shaping processes
& a culture that together improve an organization’s capacity for change.

HRM as a Testing Instrument for Capability of Management

 One of the important duties of modern manger is to get things done through
people.
 To do so:

20
  He has to bring employees into contact with the organization in such a way
that the objectives of both groups are achieved.
 He must be interested in the people, the work & the achievement of assigned
objectives.
 He must balance his concerns for people and work.
 It is in managing human assets that the manger’s capabilities are tested fully,
because of the following reasons:

1. Human resources are heterogeneous.

• They consist of many different individuals.
• Each of whom has a unique personality (emotion, value orientation,
attitude, motive & mode of thought).
2. Human beings behave in widely different & complicated ways.
• E.g. their reactions to promises, praise or criticism can be quite different.
3. Modern employees are better educated, possess greater skills, have more
sophisticated technology available for their use & enjoy higher standards of
living than previous generations.
4. A human being himself determines what he contributes.
• If he is motivated, he will work for an organization more efficiently &
effectively.

Principles of HRM

1. Human resources are the most important assets an organization has & their
effective management is key to its success.
2. Employees should be dealt with as complete individuals, capable of discharging
their duties & responsibilities satisfactorily.
3. Employees must take pride in their work & feel that they have a ‘stake’ in the
organization.
• To this end, work should be designed to suit employee aspirations as well
as organizational needs.
4. Equal pay for equal work should guide compensation plans.
• At the same, there should be appropriate ways to meet the demands of
star performers.
5. Rewards should be earned, not given.
6. Employee involvement improves commitment & loyalty

21
7. Employees should get relevant information, requisite resources and adequate
support from management.

o They should be clear about what is expected of them.

o In case they got off the track, management should help them reach the
targets through feedback, counseling & coaching.

 As Tom Peters wrote in A Passion for Excellence (William Collins, 1985):

o Trust people and treat them like adults, enthuse them by lively and
imaginative leadership, develop & demonstrate an obsession for quality,
make them feel they own the business, and your work force will respond
with total commitment.

22