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7/31/2019 Bc Assingment

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Business CommunicationMBA-HR

Semester: I

Communication Assessment File

HR People: The Peace Makers (Write an Article Handwritten or Print-out 250 words minimum

length less than of 500 words).

&

Printouts of the slides of the Presentation submitted.

bmitted to: Submitted by:

rveen Kumar Mansi Verma

cturer

siness Communication

AMITY UNIVERSITY

UTTAR PRADSH

2009


2/13

HR People: The Peace Makers By Mansi Verma

Human beings are different from each other, thus Human Resource is one of the best

way to deal with this problem. Hr people are the one which can deal with Anger in the

work place and creates Job satisfaction.

Anger In The Workplace

July 20 2008 - Research published in Psychological Science earlier this year reported

differences in attitudes to men and women who lose their temper in the workplace. In

three separate studies, psychologists Victoria Brescoll from Yale University and Eric

Uhlmann from Northwestern University found that while such outbursts tend to be

accepted or even rewarded in men, women are judged less competent as a result.

Hillary Clinton's recent presidential campaign raised the question of whether anger

was damaging to a female candidate. Researchers found this to be unequivocally the

case unless the anger was in response to treatment of a family member.

Victoria Brescoll commented:

"An angry woman loses status, no matter what her position."

Researchers showed participants videos of actors applying for a job. They were asked

to rate them on their perceived competence and whether they should be hired, thedegree of responsibility they should be given, and how much they should get paid.

Both men and women assigned higher status, salary and competence to men

expressing anger. However, when actors expressed sadness, women applicants were

ranked equally to men in status and competence but not in salary.

The second study focused on lower-status jobs and compared angry applicants to

those not displaying any emotion. Once again, angry men were valued more highly

than angry women. However, these differences were not apparent in the emotionally

neutral group. The third study allowed women actors to explain why they were angry,

resulting in improved ratings. However, when men gave an explanation it tended to

be interpreted as a sign of weakness.

Victoria Brescoll concluded:

"Whether you are running for president or looking for a clerical job, you cannot

afford to get angry if you are a woman."

'Bad Apples' at Work


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A study from the University of Washington Business School published inResearch in

Organizational Behaviorin 2007 examined how negative behavior by one person in an

organization can impact on teams and groups. Researchers describe these individuals

as "bad apples" acting like a virus within teams, with the capacity to "upset or spoil

the whole apple cart".

Together with Terence Mitchell, a professor of management and organization and

UW psychology professor, William Felps, a doctoral student and lead author, decided

to investigate the effect of a negative co-worker on workplace atmosphere after his

wife experienced the phenomenon. She characterized her work environment as cold

and unfriendly but this changed when a co-worker described as "particularly

caustic" and "always making fun of other people" was away ill for several days.

William Felps explained:

"And when he was gone, my wife said that the atmosphere of the office changed

dramatically. People started helping each other, playing classical music on theirradios, and going out for drinks after work. But when he returned to the office, things

returned to the unpleasant way they were. She hadn't noticed this employee as being a

very important person in the office before he came down with this illness but, upon

observing the social atmosphere when he was gone, she came to believe that he had a

profound and negative impact. He truly was the 'bad apple' that spoiled the barrel."

The researchers analyzed about two dozen studies focusing on workplace team and

group interaction, with specific reference to the impact of individuals whose

negativity may be expressed in various ways: not doing their fair share of work, being

"chronically unhappy and emotionally unstable", or being aggressive and bullying.

They found that it only takes one such "toxic" team member to provide the catalystfor organizational dysfunction. In a follow-up survey, they found most people they

could identify at least one "bad apple" from their own workplace experience.

The researchers reviewed various working environments (including manufacturing,

fast food, and universities) where tasks and assignments were performed by groups of

approximately 5 -15 individuals with interdependent jobs or where significant

interaction was necessary. They explain that employees in such circumstances tend to

be less tolerant and are more likely to challenge negative behaviors.

In one study of about 50 manufacturing teams, they found those with a disagreeable

or irresponsible member were significantly more likely to perform poorly,experiencing conflict, poor communication and lack of cooperation between team

members.

Terence Mitchell commented:

"Most organizations do not have very effective ways to handle the problem. This is

especially true when the problem employee has longevity, experience or power.


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Companies need to move quickly to deal with such problems because the negativity of

just one individual is pervasive and destructive and can spread quickly."

The study identified three ways in which group members may react to a negative

member. Motivational intervention, where concerns are expressed and the person

asked to change; if this proves unsuccessful rejection may follow where the individualis removed from the situation. These strategies require team members to have

sufficient power; lack of power leads people to become frustrated and distracted. This

leads to the third strategy, being defensive - common coping mechanisms include

denial, social withdrawal, anger, anxiety and fear. Researchers explain that as trust

weakens along with the positive culture, members physically and psychologically

disengage themselves from the team. The study concluded that negative behavior has

a greater impact than positive behavior.

Terence Mitchell said:

"People do not expect negative events and behaviors, so when we see them we payattention to them, ruminate over them and generally attempt to marshal all our

resources to cope with the negativity in some way. Good behavior is not put into the

spotlight as much as negative behavior is."

The researchers differentiate between the negativity of "bad apples" and innovative

challenging employees "who think outside the box" and may not always be

appreciated as a result. If negative individuals emerge after selection screening,

researchers suggest that organizations should allocate them to independent work

positions where possible; or the only option may be to let them go.

William Felps commented:

"Managers at companies, particularly those in which employees often work in teams,

should take special care when hiring new employees. This would include checking

references and administering personality tests so that those who are really low on

agreeableness, emotional stability or conscientiousness are screened out."

Job Satisfaction


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February 29 2008 - A survey by The Segal Company, a New York-based

compensation, benefits and HR consultancy found that state and local public sector

workers under age 40 focused more on career (job security, opportunities, training)

than their older colleagues and were also more likely to actively look for work

elsewhere.

Elliot Susseles, senior vice president of the Segal Company, said:

"The study found that the biggest driver of turnover for employees under 40 is

dissatisfaction with career opportunities and job content. This suggests the

importance of establishing and communicating career path opportunities, work

development and interesting work assignments to successfully recruit and retain

younger employees."

Both age groups had similar concerns about pay and benefits but, as has been

traditional for government employees, pay remains less important than benefits for

all workers, regardless of age. Nevertheless, satisfaction levels for pay and career werelow for both age groups. Segal consider that these findings reflect the challenge of

attracting and keeping new talent in state and local public service.

The following table compares under and over 40s in the public sector:

Importance of Work Rewards

Career is important

Pay is important

Benefits are important

Age

Under 40

77%

50%64%

Age

40 Plus

60%

56%

65%

Satisfaction with Work Rewards

Satisfied with career at present

Satisfied with pay

Satisfied with benefits

50%

53%

69%

48%

49%

65%

54% of under 40s said they would be actively looking for work elsewhere within the

next year compared with 42% of the older group.

Showing up for the Paycheck?

A report by The Conference Board in 2005 showed a decline in job satisfaction among

workers of all ages and across all income brackets in the US workforce.

Half of all Americans surveyed at the time said they were satisfied with their jobs, but

this was down from nearly 60% ten years before. Moreover, among the 50% who said

they were content, a mere 14% said they are "very satisfied."


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The representative sample of 5,000 U.S. households, conducted for The Conference

Board by TNS, a leading market information company, also included information

collected independently by TNS. This information showed that approximately one-

quarter of the American workforce was simply "showing up to collect a paycheck."

"Rapid technological changes, rising productivity demands and changing employeeexpectations have all contributed to the decline in job satisfaction," says Lynn Franco,

Director of the Conference Board's Consumer Research Center. "As large numbers

of baby boomers prepare to leave the workforce, they will be increasingly replaced by

younger workers, who tend to be as dissatisfied with their jobs, but have different

attitudes and expectations about the role of work in their lives. This transition will

present a new challenge for employers."

The survey found a decline in job satisfaction across all income brackets in the

previous nine years. 55% of workers earning more than $50,000 were satisfied with

their jobs, but only 14% claimed they were very satisfied. At the other end of the pay

scale (employees earning less than $15,000), about 45% of workers were satisfied withonly 17% expressing a strong level of satisfaction.

The survey also found that employees were least satisfied with their companies' bonus

plans, promotion policies, health plans and pensions. The majority were most satisfied

with their commutes to work and their relationships with colleagues.

"Less than one-third of all supervisors and managers are perceived to be strong

leaders," says Shubhra Ramchandani, North American Stakeholder Management

Practice Leader at TNS. "The Enron/Worldcom era of corporate scandals and the

outsourcing of jobs have increased the level of employee discontent. Shrugging off

employee disengagement would be a disastrous, short- sighted view creating lastingglobal repercussions for American business."

Job Satisfaction - by Age, Income and Region

* The largest decline in overall job satisfaction, from 60.9% to 49.2%, occurred

among workers 35-44.

* The second largest decline took place among workers aged 45-54, with the

satisfaction level dropping from 57.3% to 47.7%.

* The smallest decline occurred among workers 65 and over. Overall job satisfactiondeclined from 60.8% to 58.0%, making this group the most satisfied with their jobs.

* The largest decline in job satisfaction took place among householders earning

$25,000 to $35,000, with satisfaction falling from 55.7% to 41.4%. This income group

expressed the second lowest level of overall satisfaction.


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* The second largest decline was posted by householders earning $35,000- $50,000.

This group experienced a decline from 59.7% to 46.7%.

* With less than 47% of householders claiming to be satisfied with their current job,

workers in the Middle Atlantic and Mountain states are the least satisfied workers in

the U.S.

* The East South Central region has the most content workers. Close to 59% of

residents in these states claim they are satisfied with their jobs.

* Company promotion policies and bonus plans tended to be the lowest on the

satisfaction scale.

* Educational and job training programs did not fare well either. Only 30% of

workers claimed to be satisfied with these types of company programs.

* Workers also rated their wages poorly, with only 33.5% of householders expressingsatisfaction with their pay.

Additional results from the supplemental survey conducted by TNS in August 2004

include:

* 40% of workers feel disconnected from their employers.

* Two out of every three workers do not identify with or feel motivated to drive their

employer's business goals and objectives.

* 25% of employees are just "showing up to collect a paycheck."

POWER POINT PRESENTATION


8/13

Fundamentals of

Communication

PRESENTATION BY

Mansi Verma

MBA (HR)

Section D

Roll no. 409D29

Relevance of Communication

Relevance of communication is

as follows-

Conveying the right message

Effectiveness of policies

Development of managerial skill


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Relevance of Communication

Cont

Co-ordination of efforts Good industrial relationship

Effective Communication

Effective communication is based

on 7 Cs of communication-

1.Courtesy 5.Correctness

2.Clarity 6.Consideration

3.Conciseness 7.Completeness

4.Concreteness


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Effective Communication Cont.

Models of Communication


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Models of Communication Cont

Effective use of Communication

Effective use of communication is

as follows -

A

B

C

Accuracy

Grammatical Structure

Based on Objectivity

Brevity

ConcisePrecise

Clarity

Of Thought

Of Expression


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Effective Use of Communication

Cont.

Poor Communication refers to -

1. Mind Reading- Imagining Things.

2. Avoiding Communication.

3. LabelingCriticizing.

4. Alienating Messagesblaming, sarcasm,

threats.

Effective Use of CommunicationCont

BENEFITS OF COMMUNICATION

1. BETTER QUALITY

DOCUMENTS

2. LESSER MISUNDERSTANDING

3.IMPROVED CUSTOMER RELATIONS

4. INCREASED PRODUCTIVITY

5. STRONGER DECISION MAKING

6. QUICKER PROBLEM SOLVING


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Effective Use of Communication

Cont

FUNCTIONS

INFORMATION

CONTROL

MOTIVATION

EMOTIONAL EXPRESSION

PUBLIC RELATIONS

CO-ORDINATION

THANK YOU!

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