netrashetty
Netra Shetty
Human Resource Management of Becton Dickinson : Becton, Dickinson and Company (BD) (NYSE: BDX), is an American medical technology company that manufactures and sells medical devices, instrument systems and reagents. Founded in 1897 and headquartered in Franklin Lakes, New Jersey, BD does business in nearly 50 countries and has 29,116 employees worldwide.[2] In fiscal year ending Sep. 30 2009, 60% of BD sales were generated from non-U.S. markets.
The company's customers include healthcare institutions, life science researchers, clinical laboratories, industry and the general public. BD was one of the first companies to sell U.S.-made glass syringes. It was also a pioneer in the production of hypodermic needles. Today, BD is divided into three segments: BD Medical, BD Diagnostics and BD Biosciences.[3] In 2009, BD was ranked 347 in the Fortune 500 list
mes are changing and it has become necessary to conduct human resource management training. The reason is not because operations have changed, but that the attitudes and morale of employees have shifted. The role of HR is no longer strictly operational, but now deals with social issues in the workplace as well. Although the human resources process has worked for years, a problem has now developed in the way employees are reacting to it. Enthusiasm seems to have decreased and both managers and employees are unhappy with some part of the human resources process.
When experienced people have a problem at hand, they likely want to make their outcome simpler, more effective, or more logical. From their experience and from listenting to others they also gather operational knowledge, which provides them with more ideas. They want someone to listen, to validate their ideas, and to give their ideas a chance.
In your role as a manager, you have to be careful not to ignore their ideas and avoid change. If you do, you will continue their frustration—and set the standard that you won’t listen to their ideas in the future. Although there are a lot of innovative ideas floating around, they will not come to you on their own; you need suggestions from others.
Ask questions often and form channels for ideas to be presented and talked about. Interact with your employees about the process of forming ideas, on other employees’ productivity, on the department, and on the organization. Your human resource management training skills will be improved if you take these initiatives. Additionally, allow employees to help you recognize difficulties in using their ideas, and develop options for overcoming challenges. Do not hesitate to test some of their ideas and try ideas of limited scope to build confidence that you are open to accepting input. Discuss implementation with others prior to testing to continue to perfect the idea, to improve its chances for success, and to show that good ideas will get executed. The more they learn about the big picture, the more realistic and valuable their ideas will become to you and to the overall productivity of the organization.
1) Recruiting and Hiring…it all starts with this
2) Provide a Career / ‘Skill’ Path
3) Employee Development and Training
4) Strong Supervisors / Good Coaching
5) Work Environment / Company Culture
6) Rewarding work / empowering employees.
7) Recognition (first) and Reward (second)
How to keep Employees Engaged and Happy?
Strengthen work environment
Make improvements to mould the company as an employer of choice
Treat employees as an important part of the organisation
Encourage participation in various planning and decision-making aspects
Offer meaningful work and challenging assignments to effectively utilise staff skills
Empower employees and ensure them of job security.
Provide legitimate feedback, genuinely listen to staff concerns and make their interests a management priority
Role of Employee Satisfaction & Morale Boosting.
Seven social learning processes and strategies were identified that relate to Job Satisfaction
and Morale. These are:
_ Conditions of Service,
_ Recognition & Reward,
_ Organizational Loyalty to Workers,
_ Workplace Design,
_ Job Significance,
_ Performance Management, and
_ Loyalty to the Organisation.
These seven elements of Job Satisfaction and Morale align with components of the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed to be necessary for job satisfaction and the motivation to perform one’s job well. For instance, Conditions of Service, Recognition & Reward, Organizational Loyalty to Workers, and Workplace Design all relate to one’s satisfaction with the work context, or to use Hackman and Oldham’s (1980) terms, “Job Context Satisfaction”. Similarly, Job Significance Pascoe, Ali. & Warne (your own belief that your work is important and has value) and Performance Management relate to Experienced Meaningfulness of Work” and “Knowledge of Results”, respectively, both of which are posited as necessary psychological states for high levels of motivation to work well. Whilst there appears to be no direct relationship between Loyalty to the Organization and elements of the Job Characteristics Model, one’s attitude to the organization for which they work would influence their motivation to work well.
Conditions of Service
Generally, the data indicates that there is a perception that the conditions of service and the implementation of certain associated policies and practices are having some negative impacts on how people view their work environment. The interviews highlighted how social changes with regard to individuals’ goals and aspirations are impacting on work expectations. An example is the difference in expectations between long serving personnel and new recruits (generation of baby boomers and generation X). Long serving members, until very
recently, thought of their work in the Defence Forces as a long term career; however, new personnel view it as an opportunity to enjoy the work and the challenges the military offers, but not necessarily as a lifelong career. The changing role of the military from war fighting to that of the peacekeeping and humanitarian assistance has an impact on the conditions of service and ultimately on job satisfaction. The data clearly indicates that younger personnel now have much higher expectations of being able to balance their personal life with work commitments. Thus, many comments occurred in the interviews that related to
’family friendly policies’ in the service, for example:
“I’d leave … if that’s what’s necessary because I have to put my family first now.”
“I don’t think [this service] has found a method to address women who want to have families…”
“My partner and I have not lived in the same state since’95…it’s just not a sacrifice I’m prepared to keep making.”
The shrinking labour market available for recruiting new staff led to the ‘civilianisation‘ of some military billets, the billets which were often perceived to be the ‘jewels in the crown’ as far as military postings are concerned. Although it was recognised that the civilians formed an important part of the service, there seemed to be some degree of resentment:
[There is] “the perception that civilians were taking over the organisation…a lot of things we used to do is now being taken over by civilians…We had people come in and weren’t trained to the same level as the [service] people. It meant then the [uniformed] people had to take up the slack.”
Two quality of work issues emerged from the interviews: having interesting and challenging work (which is discussed under the heading of job significance), and the change in the way things are manufactured and repaired. An example relating to the latter is:
“The technicians…are very much monkey see monkey do these days…he’ll …learn to replace boxes. That’s his career.”
This change in the way things are replaced rather than repaired has a significant impact on job design and it may be necessary to re-design other aspects of maintenance-type jobs to sustain interest and variety.
Due to the changing economic climate there were changes introduced to promotion and advancement policies. This has impacted heavily on officers' perceptions of conditions of service:
“I have a letter from the Chief of Defence Force (CDF) telling me that I can expect probably two jobs in rank and then it’s up or out.”…”I have no security of tenure here, whereas before I was promoted to this rank I probably did.”
Many interviewees indicated they had planned to stay until they were 55 years old, but that they now felt that this was not possible. Interestingly, this has been compounded by the policy of the service whereby some talented young people are being given fast track promotions, and by the perception that if you have not reached a particular rank by a certain age then you are wasting your time staying in the service.
With the downsizing policies that plague most government and private sector organisations, the culture to work long hours seems to be heavily entrenched. This occurs both at junior and senior ranks. The research data points to the general perception that junior staff will be told to go home, but that no-one tells the senior ranks to go home and not to work such long hours.
The quantitative survey canvassed opinions on having sufficient resources to do your work, and the workload.
Sixty-two percent and 72%, respectively, of respondents were satisfied with the level of resourcing and the workload, indicating that this factor is not adversely affecting Job Satisfaction and Morale.
The existence of strong and recognized trade union is considered as vital aspect that will lead to industrial peace. Decisions that were taken through the collective bargaining and negotiations process between the employer as well as unions are more influential. The trade unions play a very significant role in helping to have an effective and successful communication between the worker and the entire management of a given organization. Furthermore, the unions provide effective advices and support in order to make sure that the differences of opinions and suggestions will not turn into huge conflicts and misunderstanding that will lead to huge communication and relation problems that can affect the productivity and performance of the organization. The main role of the trade union is to represent the people at work, as well as to protect their influence and rights. In addition to that, trade unions also play important role in other aspects such as educational aspect as well as organization of courses for the member’s in wide range of matters. Thus it shows that trade union focuses on offering the employees’ safe and fair working environment (Industrial Relations 2007).
In addition to that, the presence of trade union also gives the employees more assurance, thus improving trust and loyalty between the employees and the management. Human resource strategy is still possible if the union is recognized by the organization, however, it is important to consider that the strategy must be marginalize or at least side-step them by communicating directly with the employees by involvement and communication process
The company's customers include healthcare institutions, life science researchers, clinical laboratories, industry and the general public. BD was one of the first companies to sell U.S.-made glass syringes. It was also a pioneer in the production of hypodermic needles. Today, BD is divided into three segments: BD Medical, BD Diagnostics and BD Biosciences.[3] In 2009, BD was ranked 347 in the Fortune 500 list
mes are changing and it has become necessary to conduct human resource management training. The reason is not because operations have changed, but that the attitudes and morale of employees have shifted. The role of HR is no longer strictly operational, but now deals with social issues in the workplace as well. Although the human resources process has worked for years, a problem has now developed in the way employees are reacting to it. Enthusiasm seems to have decreased and both managers and employees are unhappy with some part of the human resources process.
When experienced people have a problem at hand, they likely want to make their outcome simpler, more effective, or more logical. From their experience and from listenting to others they also gather operational knowledge, which provides them with more ideas. They want someone to listen, to validate their ideas, and to give their ideas a chance.
In your role as a manager, you have to be careful not to ignore their ideas and avoid change. If you do, you will continue their frustration—and set the standard that you won’t listen to their ideas in the future. Although there are a lot of innovative ideas floating around, they will not come to you on their own; you need suggestions from others.
Ask questions often and form channels for ideas to be presented and talked about. Interact with your employees about the process of forming ideas, on other employees’ productivity, on the department, and on the organization. Your human resource management training skills will be improved if you take these initiatives. Additionally, allow employees to help you recognize difficulties in using their ideas, and develop options for overcoming challenges. Do not hesitate to test some of their ideas and try ideas of limited scope to build confidence that you are open to accepting input. Discuss implementation with others prior to testing to continue to perfect the idea, to improve its chances for success, and to show that good ideas will get executed. The more they learn about the big picture, the more realistic and valuable their ideas will become to you and to the overall productivity of the organization.
1) Recruiting and Hiring…it all starts with this
2) Provide a Career / ‘Skill’ Path
3) Employee Development and Training
4) Strong Supervisors / Good Coaching
5) Work Environment / Company Culture
6) Rewarding work / empowering employees.
7) Recognition (first) and Reward (second)
How to keep Employees Engaged and Happy?
Strengthen work environment
Make improvements to mould the company as an employer of choice
Treat employees as an important part of the organisation
Encourage participation in various planning and decision-making aspects
Offer meaningful work and challenging assignments to effectively utilise staff skills
Empower employees and ensure them of job security.
Provide legitimate feedback, genuinely listen to staff concerns and make their interests a management priority
Role of Employee Satisfaction & Morale Boosting.
Seven social learning processes and strategies were identified that relate to Job Satisfaction
and Morale. These are:
_ Conditions of Service,
_ Recognition & Reward,
_ Organizational Loyalty to Workers,
_ Workplace Design,
_ Job Significance,
_ Performance Management, and
_ Loyalty to the Organisation.
These seven elements of Job Satisfaction and Morale align with components of the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed to be necessary for job satisfaction and the motivation to perform one’s job well. For instance, Conditions of Service, Recognition & Reward, Organizational Loyalty to Workers, and Workplace Design all relate to one’s satisfaction with the work context, or to use Hackman and Oldham’s (1980) terms, “Job Context Satisfaction”. Similarly, Job Significance Pascoe, Ali. & Warne (your own belief that your work is important and has value) and Performance Management relate to Experienced Meaningfulness of Work” and “Knowledge of Results”, respectively, both of which are posited as necessary psychological states for high levels of motivation to work well. Whilst there appears to be no direct relationship between Loyalty to the Organization and elements of the Job Characteristics Model, one’s attitude to the organization for which they work would influence their motivation to work well.
Conditions of Service
Generally, the data indicates that there is a perception that the conditions of service and the implementation of certain associated policies and practices are having some negative impacts on how people view their work environment. The interviews highlighted how social changes with regard to individuals’ goals and aspirations are impacting on work expectations. An example is the difference in expectations between long serving personnel and new recruits (generation of baby boomers and generation X). Long serving members, until very
recently, thought of their work in the Defence Forces as a long term career; however, new personnel view it as an opportunity to enjoy the work and the challenges the military offers, but not necessarily as a lifelong career. The changing role of the military from war fighting to that of the peacekeeping and humanitarian assistance has an impact on the conditions of service and ultimately on job satisfaction. The data clearly indicates that younger personnel now have much higher expectations of being able to balance their personal life with work commitments. Thus, many comments occurred in the interviews that related to
’family friendly policies’ in the service, for example:
“I’d leave … if that’s what’s necessary because I have to put my family first now.”
“I don’t think [this service] has found a method to address women who want to have families…”
“My partner and I have not lived in the same state since’95…it’s just not a sacrifice I’m prepared to keep making.”
The shrinking labour market available for recruiting new staff led to the ‘civilianisation‘ of some military billets, the billets which were often perceived to be the ‘jewels in the crown’ as far as military postings are concerned. Although it was recognised that the civilians formed an important part of the service, there seemed to be some degree of resentment:
[There is] “the perception that civilians were taking over the organisation…a lot of things we used to do is now being taken over by civilians…We had people come in and weren’t trained to the same level as the [service] people. It meant then the [uniformed] people had to take up the slack.”
Two quality of work issues emerged from the interviews: having interesting and challenging work (which is discussed under the heading of job significance), and the change in the way things are manufactured and repaired. An example relating to the latter is:
“The technicians…are very much monkey see monkey do these days…he’ll …learn to replace boxes. That’s his career.”
This change in the way things are replaced rather than repaired has a significant impact on job design and it may be necessary to re-design other aspects of maintenance-type jobs to sustain interest and variety.
Due to the changing economic climate there were changes introduced to promotion and advancement policies. This has impacted heavily on officers' perceptions of conditions of service:
“I have a letter from the Chief of Defence Force (CDF) telling me that I can expect probably two jobs in rank and then it’s up or out.”…”I have no security of tenure here, whereas before I was promoted to this rank I probably did.”
Many interviewees indicated they had planned to stay until they were 55 years old, but that they now felt that this was not possible. Interestingly, this has been compounded by the policy of the service whereby some talented young people are being given fast track promotions, and by the perception that if you have not reached a particular rank by a certain age then you are wasting your time staying in the service.
With the downsizing policies that plague most government and private sector organisations, the culture to work long hours seems to be heavily entrenched. This occurs both at junior and senior ranks. The research data points to the general perception that junior staff will be told to go home, but that no-one tells the senior ranks to go home and not to work such long hours.
The quantitative survey canvassed opinions on having sufficient resources to do your work, and the workload.
Sixty-two percent and 72%, respectively, of respondents were satisfied with the level of resourcing and the workload, indicating that this factor is not adversely affecting Job Satisfaction and Morale.
The existence of strong and recognized trade union is considered as vital aspect that will lead to industrial peace. Decisions that were taken through the collective bargaining and negotiations process between the employer as well as unions are more influential. The trade unions play a very significant role in helping to have an effective and successful communication between the worker and the entire management of a given organization. Furthermore, the unions provide effective advices and support in order to make sure that the differences of opinions and suggestions will not turn into huge conflicts and misunderstanding that will lead to huge communication and relation problems that can affect the productivity and performance of the organization. The main role of the trade union is to represent the people at work, as well as to protect their influence and rights. In addition to that, trade unions also play important role in other aspects such as educational aspect as well as organization of courses for the member’s in wide range of matters. Thus it shows that trade union focuses on offering the employees’ safe and fair working environment (Industrial Relations 2007).
In addition to that, the presence of trade union also gives the employees more assurance, thus improving trust and loyalty between the employees and the management. Human resource strategy is still possible if the union is recognized by the organization, however, it is important to consider that the strategy must be marginalize or at least side-step them by communicating directly with the employees by involvement and communication process
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