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HRM Notes BBA

Business communication (Jagannath University)

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HUMAN RESOURCE MANAGEMENT

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HUMAN RESOURCE MANAGEMENT ( H R M )

Definit io n 1 – Inte gr atio n

“HRM is a series of integrated decisions that form the employment relationships; their
quality contributes to the ability of the organizations and the employees to achieve their
objectives.”

Definit io n 2 – Influe ncing

“HRM is concerned with the people dimensions in management. Since every organization is
made up of people, acquiring their services, developing their skills, motivating them to
higher levels of performance and ensuring that they continue to maintain their commitment
to the organization are essential to achieving organizational objectives. This is true,
regardless of the type of the organization – government, business, education, health,
recreational, or social action.”

Definit io n 3 – Applica bil ity

“HRM planning, organizing, directing and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the end that
individual, organizational and social objectives are accomplished.”

MEANING OF HRM: -

HRM is management function that helps managers to recruit, select, train and develop
members for an organization. Obviously HRM is concerned with the people’s dimensions in
organizations. HRM refers to set of programs, functions, and activities designed and carried
out

Co r e elem ent s o f H RM
 Peo ple: Organizations mean people. It is the people who staff and manage
organizations.
 M a na gem ent : HRM involves application of management functions and principles for
acquisitioning, developing, maintaining and remunerating employees in organizations.
 I nt egr at io n & Co nsist enc y: Decisions regarding people must be integrated and
consistent.
 I nfluenc e: Decisions must influence the effectiveness of organization resulting into
betterment of services to customers in the form of high quality products supplied at
reasonable cost.
 A pplic a bilit y: HRM principles are applicable to business as well as non-business
organizations too, such as education, health, recreation and the like.

OBJECTIVES OF HRM: -

1. So c iet a l Objec t ives: To be ethically and socially responsible to the needs and
challenges of the society while minimizing the negative impact of such demands upon the
organization.
2. Or ga niz at io na l Objec t ives: To recognize the role of HRM in bringing about
organizational effectiveness. HRM is only means to achieve to assist the organization with
its primary objectives.
3. Func t io na l Objec t ives: To maintain department’s contribution and level of
services at a level appropriate to the organization’s needs.
4. Per so na l Objec t ives: To assist employees in achieving their personal goals, at
least in so far as these goals enhance the individual’s contribution to the organization. This
is necessary to maintain employee performance and satisfaction for the purpose of
maintaining, retaining and motivating the employees in the organization.

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SCOPE OF H RM : -

From Entry to the Exit of an employee in the organization

Scope of HRM can be described based on the following activities of HRM. Based on these
activities we can summarize the scope of HRM into 7 different categories as mentioned
below after the activities. Lets check out both of them.

H RM A ct ivit ies –
1. HR Planning
2. Job Analysis
3. Job Design
4. Recruitment & Selection
5. Orientation & Placement
6. Training & Development
7. Performance Appraisals
8. Job Evaluation
9. Employee and Executive Remuneration
10. Motivation
11. Communication
12. Welfare
13. Safety & Health
14. Industrial Relations

7 Cat ego r ies o f Sc o pe o f H RM

1. Introduction to HRM
2. Employee Hiring
3. Employee and Executive Remuneration
4. Employee Motivation
5. Employee Maintenance
6. Industrial Relations
7. Prospects of HRM

ROLE OF HRM

1. Advisory Role: HRM advises management on the solutions to any problems affecting
people, personnel policies and procedures.
a. Personnel Policies: Organization Structure, Social Responsibility, Employment
Terms & Conditions, Compensation, Career & Promotion, Training & Development and
Industrial Relations.
b. Personnel Procedures: Relating to manpower planning procedures, recruitment
and selection procedures, and employment procedures, training procedures, management
development procedures, performance appraisal procedures, compensation procedures,
industrial relations procedures and health and safety procedures.

2. Functional Role: The personnel function interprets and helps to communicate

personnel policies. It provides guidance to managers, which will ensure that agreed policies
are implemented.

3. Service Role: Personnel function provides services that need to be carried out by full
time specialists. These services constitute the main activities carried out by personnel
departments and involve the implementation of the policies and procedures described
above.

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Role of HR Managers (Today)

1. Humanitarian Role: Reminding moral and ethical obligations to employees

2. Counselor: Consultations to employees about marital, health, mental, physical and
career problems.
3. Mediator: Playing the role of a peacemaker during disputes, conflicts between
individuals and groups and management.
4. Spokesman: To represent of the company because he has better overall picture of his
company’s operations.
5. Problem Solver: Solving problems of overall human resource management and long-
term organizational planning.
6. Change Agent: Introducing and implementing institutional changes and installing
organizational development programs
7. Management of Manpower Resources: Broadly concerned with leadership both in
the group and individual relationships and labor-management relations.

Role of HR Managers (Future)

1. Protection and enhancement of human and non-human resources

2. Finding the best way of using people to accomplish organizational goals
3. Improve organizational performance
4. Integration of techniques of information technology with the human resources
5. Utilizing behavioral scientists in the best way for his people
6. Meeting challenges of increasing organizational effectiveness
7. Managing diverse workforce

FUN CTI ON S OF H RM A L ON G WI TH OBJ ECTI VES

HRM Objectives Supporting HRM Functions

Social Objectives (3) Legal Compliance
Benefits
Union Management Relations
Organizational Objectives (7) Human Resource Planning
Employee Relations
Recruitment & Selection
Training & Development
Performance Appraisals
Placement & Orientation
Employee Assessment
Functional Objectives (3) Performance Appraisals
Placement & Orientation
Employee Assessment
Personal Objectives (5) Training & Development
Performance Appraisals
Placement & Orientation
Compensation
Employee Assessment

M a na ger ia l Func t io ns o f H RM

1. Planning: Plan and research about wage trends, labor market conditions, union
demands and other personnel benefits. Forecasting manpower needs etc.
2. Organizing: Organizing manpower and material resources by creating authorities and
responsibilities for the achievement of organizational goals and objectives.
3. Staffing: Recruitment & Selection
4. Directing: Issuance of orders and instructions, providing guidance and motivation of
employees to follow the path laid-down.

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5. Controlling: Regulating personnel activities and policies according to plans.

Observations and comparisons of deviations

Oper a t io na l Func t io ns o f H RM

1. Procurement: Planning, Recruitment and Selection, Induction and Placement

2. Development: Training, Development, Career planning and counseling.
3. Compensation: Wage and Salary determination and administration
4. Integration: Integration of human resources with organization.
5. Maintenance: Sustaining and improving working conditions, retentions, employee
communication
6. Separations: Managing separations caused by resignations, terminations, lay offs,
death, medical sickness etc.

CH A L L EN GES OF H RM IN IN DIA N ECON OM Y or CH A L L EN GES OF

M ODERN M A NA GEM EN T

1. Glo ba liz at io n: - Growing internationalization of business has its impact on HRM in

terms of problems of unfamiliar laws, languages, practices, competitions, attitudes,
management styles, work ethics and more. HR managers have a challenge to deal with
more functions, more heterogeneous functions and more involvement in employee’s
personal life.

2. Co r por a t e Re- or ga niz at io ns: - Reorganization relates to mergers and

acquisitions, joint ventures, take over, internal restructuring of organizations. In these
situations, it is difficult to imagine circumstances that pose a greater challenge for HRM
than reorganizations itself. It is a challenge to manage employees’ anxiety, uncertainties,
insecurities and fears during these dynamic trends.

3. N ew Or ga niz at io na l for m s: - The basic challenge to HRM comes from the

changing character of competitions. The competition is not between individual firms but
between constellations of firm. Major companies are operating through a complex web of
strategic alliances, forgings with local suppliers, etc. These relationships give birth to
completely new forms of organizational structure, which highly depend upon a regular
exchange of people and information. The challenge for HRM is to cope with the implications
of these newly networked relations more and more, in place of more comfortable
hierarchical relationships that existed within the organizations for ages in the past.

4. Cha nging Dem o gr a phic s o f W o r kfor c e: - Changes in workforce are largely

reflected by dual career couples, large chunk of young blood between age old
superannuating employees, working mothers, more educated and aware workers etc. These
dynamic workforces have their own implications for HR managers and from HRM point of
view is a true challenge to handle.

5. Cha nged em plo yee expec t a t io ns: - With the changes in workforce
demographics, employee expectations and attitudes have also transformed. Traditional
allurements like job security, house, and remunerations are not much attractive today,
rather employees are demanding empowerment and equality with management. Hence it is
a challenge for HRM to redesign the profile of workers, and discover new methods of hiring,
training, remunerating and motivating employees.

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6. N ew I ndust r ia l Rela t io ns Appr oa c h: - In today’s dynamic world, even unions

have understood that strikes and militancy have lost their relevance and unions are greatly
affected by it. The trade union membership has fallen drastically worldwide and the future
of labor movement is in danger. The challenge before HRM is to adopt a proactive industrial
relations approach which should enable HR specialist to look into challenges unfolding in the
future and to be prepared to convert them into opportunities.

7. Renewed Peo ple Fo c us: - The need of today’s world and business is the people’s
approach. The structure, strategy, systems approach which worked in post war era is no
more relevant in today’s economic environment which is characterized by over capacities
and intense competition. The challenge of HR manager is to focus on people and make
them justifiable and sustainable.

8. M a na ging t he Ma na ger s: - Managers are unique tribe in any society, they

believe they are class apart. They demand decision-making, bossism, and operational
freedom. However in the post liberalization era, freedom given to managers is grossly
misused to get rid of talented and hard working juniors. The challenge of HRM is how to
manage this tribe? How to make them realize that the freedom given to them is to enable
them make quick decisions in the interest of the organization and not to resort to witch-
hunting.

9. W ea ker So c iet y int er est s: - Another challenge for HRM is to protect the interest
of weaker sections of society. The dramatic increase of women workers, minorities and
other backward communities in the workforce has resulted in the need for organizations to
reexamine their policies, practices and values. In the name of global competition,
productivity and quality the interests of the society around should not be sacrificed. It is a
challenge of today’s HR managers to see that these weaker sections are neither denied
their rightful jobs nor are discriminated against while in service.

10. Co nt r ibut io n t o t he suc c ess o f or ga niz at io ns: - The biggest challenge to

an HR manager is to make all employees contribute to the success of the organization in an
ethical and socially responsible way. Because society’s well being to a large extent depends
on its organizations.

STRATEGIC HUMAN RESOURCE MANAGEMENT: -

St ra t egy:
“Strategy is a way of doing something. It includes the formulation of goals and set of action
plans for accomplishment of that goal.”

St ra t egic Ma na gem ent :

“A Process of formulating, implementing and evaluating business strategies to achieve
organizational objectives is called Strategic Management”

Definit io n o f St r at egic Ma na gem ent : -

“Strategic Management is that set of managerial decisions and actions that determine the
long-term performance of a corporation. It includes environmental scanning, strategy
formulation, strategy implementation and evaluation and control.”

The study of strategic management therefore emphasizes monitoring and evaluating

environmental opportunities and threats in the light of a corporation’s strengths and
weaknesses.

St eps in St r at egic Ma na gem ent :

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1. Envir o nm ent a l Sc a nning: Analyze the Opportunities and Threats in External

Environment
2. St ra t egy Fo r m ula t io n: Formulate Strategies to match Strengths and Weaknesses.
It can be done at Corporate level, Business Unit Level and Functional Level.
3. St ra t egy Im plem ent a t io n: Implement the Strategies
4. Eva lua t io n & Co ntr o l: Ensure the organizational objectives are met.

I M PORTA N CE & BEN EFI TS OF STRA TEGI C M AN A GEM EN T

 Allows identification, prioritization and exploration of opportunities.

 Provides an objective view of management problems.
 Represents framework for improved co-ordination and control
 Minimizes the effects of adverse conditions and changes
 Allows major decisions to better support established objectives
 Allows more effective allocation of time and resources
 Allows fewer resources and lesser time devoted to correcting ad hoc decisions
 Creates framework for internal communication
 Helps to integrate the individual behaviors
 Provides basis for the clarification of responsibilities
 Encourages forward thinking
 Encourages favorable attitude towards change.

ROLE OF HRM IN STRATEGIC MANAGEMENT

Role in Strategy Formulation: HRM is in a unique position to supply competitive

intelligence that may be useful in strategy formulation. Details regarding advanced
incentive plans used by competitors, opinion survey data from employees, elicit information
about customer complaints, information about pending legislation etc. can be provided by
HRM. Unique HR capabilities serve as a driving force in strategy formulation.

Role in Strategy Implementation: HRM supplies the company with a competent and
willing workforce for executing strategies. It is important to remember that linking strategy
and HRM effectively requires more than selection from a series of practice choices. The
challenge is to develop a configuration of HR practice choices that help implement the
organization’s strategy and enhance its competitiveness.
HUMAN RESOURCE DEVELOPMENT

Definition 1: Organizing and enhancing capacities to produce.

HRD is a process of organizing and enhancing the physical, mental and emotional capacities
of individuals for productive work.

Definition 2: Bring possibility of performance and growth

HRD means to bring about the possibility of performance improvement and individual
growth.

Human resource development is a process to help people to acquire competencies and to

increase their knowledge, skills and capabilities for better performance and higher
productivity.

Proactive HRD Strategies for long term planning and growth

In today’s fast changing, challenging and competitive environment HRD has to take a
proactive approach that is to seek preventive care in human relations. Using HRD strategies
maximizations of efficiency and productivity could be achieved through qualitative growth of
people with capabilities and potentialities to grow and develop. HRD is always a function of

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proper utilization of creative opportunities and available environment through acquisition of

knowledge, skills and attitudes necessary for productive efforts.

Long-term growth can also be planned by creating highly inspired groups of employees with
high aspirations to diversify around core competencies and to build new organizational
responses for coping with change.

A proactive HRD strategy can implement activities that are geared up and directed at
improving personal competence and productive potentialities of human resources.

Following strategic choices can be considered which would help today’s organizations to
survive and grow.

Change Management: Manage change properly and become an effective change agent
rather than being a victim of change itself.
Values: Adopt proactive HRD measures, which encourage values of openness, trust,
autonomy, proactivity and experimentation.
Maximize productivity and efficiency: Through qualitative growth of people with
capabilities and potentialities to grow and develop thrive to maximize productivity and
efficiency of the organization.
Activities directed to competence building: HRD activities need to be geared up and
directed at improving personal competence and productive potentialities of manpower
resources.

HUMAN RESOURCE PLANNING ( H R P )

Definition 1: - Need, Availability, Supply=Demand

“HRP includes estimation of how many qualified people are necessary to carry out the
assigned activities, how many people will be available, and what, if anything, must be done
to ensure personnel supply equals personnel demand at the appropriate point in the
future.”

Definition 2: - Right numbers, Capability, Organization Objectives

“HRP is a Process, by which an organization ensures that it has the right number and kind
of people at the right place, at the right time, capable of effectively and efficiently
completing those tasks that will help the organization achieve its overall objectives.”

Definition 3: - Translation of objectives into HR numbers

“HRP is a process of translating organizational objectives and plans into the number of
workers needed to meet those objectives.”

M EA NI N G / PURPOSE OF H RP

 In simple words HRP is understood as the process of forecasting an organization’s future

demand for and supply of the right type of people in the right numbers.
 It is only after HRP is done, that the company can initiate and plan the recruitment and
selection process.
 HRP is a sub-system in the total organizational planning.
 HRP facilitates the realization of the company’s objectives by providing right type and
right number of personnel.
 HRP is important because without a clear-cut manpower planning, estimation of a
organization’s human resource need is reduced to mere guesswork.

N EED & I M PORTA N CE OF H RP

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Fo r ec a st fut ur e per so nnel needs: To avoid the situations of surplus or deficiency

of manpower in future, it is important to plan your manpower in advance. For this purpose
a proper forecasting of futures business needs helps you to ascertain our future manpower
needs. From this angle, HRP plays an important role to predict the right size of manpower
in the organization.
Co pe wit h c ha nge: HRP enables an enterprise to cope with changes in competitive
forces, markets, technology, products and government regulations. Such changes generate
changes in job content, skills demands and number of human resources required.
Cr ea t ing highly ta lent ed per so nnel: Since jobs are becoming highly intellectual
and incumbents getting vastly professionalized, HRP helps prevent shortages of labor
caused by attritions. Further technology changes would further upgrade or degrade jobs
and create manpower shortages. In these situations only accurate human resource planning
can help to meet the resource requirements. Further HRP is also an answer to the problems
of succession planning.
Pr ot ec t io n o f wea ker sec t io ns : A well-conceived personnel planning would also
help to protect the interests of the SC/ST, physically handicapped, children of socially
oppressed and backward classes who enjoy a certain percentage of employments
notwithstanding the constitutional provisions of equal opportunity for all.
I nt er nat io na l str a t egies: International expansion strategies largely depend upon
effective HRP. With growing trends towards global operations, the need for HRP further
becomes more important as the need to integrate HRP more closely into the organization
keeps growing. This is also because the process of meeting staffing needs from foreign
countries grows in a complex manner.
Fo unda t io n of per so nnel func t io ns: HRP provides essential information for
designing and implementing personnel functions such as recruitment, selection, personnel
development, training and development etc.
I nc r ea sing invest m ent s in H R: Another importance is the investment that an
organization makes in human capital. It is important that employees are used effectively
throughout their careers. Because human assets can increase the organization value
tremendously as opposed to physical assets
Resist a nc e t o c ha nge & m o ve: The growing resistance towards change and move,
self evaluation, loyalty and dedication making it more difficult to assume that organization
can move its employees everywhere. Here HRP becomes very important and needs the
resources to be planned carefully.
Ot her benefit s: Following are the other benefits of HRP.
1. Upper management has a better view of HR dimensions of business
2. Management can anticipate imbalances before they become unmanageable and
expensive.
3. More time is provided to locate talent
4. Better opportunities exists to include women and minorities in future growth plans
5. Better planning of assignments to develop managers
6. Major and successful demands on local labor markets can be made.

H R Pla n I mplem ent a t io n: -

A series of action programs are initiated as a part of HR plan implementation as under.

Rec r uit m ent & Selec t io n: Employees are hired against the job vacancies. Based on
the manpower demand and supply forecasts made, hiring of employees is initiated based
on supply forecasts. For this internal and external sources of manpower are utilized. A
formal selection board is established to interview and select the best of the candidates for
the required vacancies. Finally the selected employees also need to be placed on proper
jobs. Here some companies recruit employees for specific jobs while others recruit fresh
trainees in large number and train them for future manpower needs.
Tr a ining a nd Develo pm ent : The training and development program is charted out to
cover the number of trainees, existing staff etc. The programs also cover the identification

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of resource personnel for conducting development program, frequency of training and

development programs and budget allocation.
Ret r a ining a nd Redeplo ym ent ; New skills are to be imparted to existing staff when
technology changes or product line discontinued. Employees need to be redeployed to other
departments where they could be gainfully employed.
Ret ent io n Pla n: Retention plans cover actions, which would reduce avoidable
separations of employees. Using compensation plans, performance appraisals, avoiding
conflicts, providing green pastures etc, can do this.
Do wnsiz ing pla ns: Where there is surplus workforce trimming of labor force will be
necessary. For these identifying and managing redundancies is very essential.
M a na ger ia l Suc c essio n Pla nning; Methods of managerial succession plans may
vary. Most successful programs seem to include top managements involvement and
commitment, high-level review of succession plans, formal performance assessment and
potential assessment and written development plans for individuals. A typical succession
planning involves following activities.
 Analysis of demand for managers and professionals
 Audit of existing executives
 Projection of future likely supply from internal and external sources
 Individual career path planning
 Career counseling
 Accelerated promotions
 Performance related training and development
 Strategic recruitment

JOB ANALYSIS

J OB:
“Job is a ‘group of tasks to be performed everyday.”

JOB ANALYSIS

Definit io n 1: (Pr o ce ss o f Co lle ctin g Info r matio n)

“Job Analysis is a process of studying and collecting information relating to operations and
responsibilities of a specific job. The immediate products of this analysis are ‘Job
Description’ and ‘Job Specifications’.”

Definit io n 2: (Syste mati c Explo r atio n o f Activit ie s)

“Job Analysis is a systematic exploration of activities within a job. It is a basic technical
procedure that is used to define duties and responsibilities and accountabilities of the job.”

Definit io n 3: (Ide ntifyi ng Jo b R e quir e me nts)

“Job is a collection of tasks that can be performed by a single employee to contribute to the
production of some product or service, provided by the organization. Each job has certain
ability requirements (as well as certain rewards) associated with it. Job Analysis is a
process used to identify these requirements.”

M EA NI N G OF J OB A NA L Y SI S

Job Analysis is a process of collecting information about a job. The process of job analysis
results into two sets of data.
 Job Description
 Job Specification
As a result Job analysis involves the following steps in a logical order.

St eps o f Jo b A na lysis
1. Collecting and recording job information

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2. Checking the job information for accuracy

3. Writing job description based on information collected to determine the skills,
knowledge, abilities and activities required
4. Updating and upgrading this information

PURPOSE OF JOB AN A LY SI S: -

 H um a n Reso ur c e Pla nning (H RP): - The numbers and types of personnel are
determined by the jobs, which need to be staffed. Job related information in the form of Job
Analysis serves this purpose or use.
 Rec r uit m ent & Selec t io n: - Recruitment precedes job analysis. It helps HR to
locate places to obtain employees. It also helps in better continuity and planning in staffing
in the organization. Also selecting a good candidate also requires detailed job information.
Because the objective of hiring is to match the right candidate for right job
 Tr a ining & Develo pm ent : Training and development programs can be designed
depending upon job requirement and analysis. Selection of trainees is also facilitated by job
analysis.
 J ob Eva lua t io n: Job evaluation means determination of relative worth of each job
for the purpose of establishing wage and salary credentials. This is possible with the help of
job description and specifications; i.e. Job Analysis.
 Rem uner a t io n: Job analysis also helps in determining wage and salary for all jobs.
 Per fo r m a nc e Appr a isa l: Performance appraisal, assessments, rewards,
promotions, is facilitated by job analysis by way of fixing standards of job performance.
 Per so nnel I nfo r ma t io n: Job analysis is vital for building personnel information
systems and processes for improving administrative efficiency and providing decision
support.
 Sa fet y & H ea lt h: Job Analysis helps to uncover hazardous conditions and
unhealthy environmental factors so that corrective measures can be taken to minimize and
avoid possibility of human injury.

PROCESS OF JOB AN A LY SI S

Process 1: Strategic Choices

Process 2: Collecting Information
Process 3: Processing Information
Process 4: Job Description
Process 5: Job Specification

St ra t egic Cho ic es: -

Ext ent o f invo lvem ent o f em plo yees: Extent of employee involvement is a
debatable point. Too much involvement may result in bias in favor of a job in terms of
inflating duties and responsibilities. Too less involvement leads to suspicion about the
motives behind the job. Besides it may also lead to inaccurate information. Hence extent of
involvement depends on the needs of the organization and employee.
L evel o f det a ils o f job a na lysis: The nature of jobs being analyzed determines the
level of details in job analysis. If the purpose were for training programs or assessing the
worth of job, levels of details required would be great. If the purpose is just clarification the
details required would be less.
Tim ing a nd fr equenc y o f J ob Ana lysis: When do you do Job Analysis?
 Initial stage, for new organization
 New Job is created
 Changes in Job, Technology and Processes
 Deficiencies and Disparities in Job
 New compensation plan is introduced
 Updating and upgrading is required.

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Pa st -o r ient ed a nd fut ur e-o rient ed Jo b A na lysis: For rapidly changing

organization more future oriented approach would be desired. For traditional organizations
past oriented analysis would be required. However more future oriented analysis may be
derived based on past data.
So ur c es of Jo b Dat a : For job analysis number of human and non-human sources is
available besides jobholder himself. Following can be sources of data available for job
analysis.
N o n-H um a n So urc es H um a n So ur c es
Existing job descriptions and Job Analysis
specifications Job Incumbents
Equipment maintenance records Supervisors
Equipment design blueprints Job Experts
Architectural blueprints of work area
Films of employee working
Training manuals and materials
Magazines, newspapers, literatures

Co llec t ing I nfor m a t io n: -

Information collection is done on the basis of following 3 parameters

Types of Data for Job Analysis:

 Work Activities (Tasks details)
 Interface with other jobs and equipments (Procedures, Behaviors, Movements)
 Machines, Tools, Equipments and Work Aids (List, Materials, Products, Services)
 Job Context (Physical, Social, Organizational, Work schedule)
 Personal Requirement (Skills, Education, Training, Experience)

Methods of Data Collection:

 Observation
 Interview
 Questionnaires
 Checklists
 Technical Conference
 Diary Methods

Who to Collect Data?

 Trained Job Analysts
 Supervisors
 Job Incumbents

Pr o c essing I nfo r ma t io n: -
Once the job information is collected it needs to be processed, so that it would be useful in
various personnel functions. Specifically job related data would be useful to prepare job
description and specifications, which form the next two processes of job analysis.

BA RRI ERS OF J OB A NA LY SI S

 Support from Top Management

 Single means and source, reliance on single method rather than combination
 No Training or Motivation to Jobholders
 Activities and Data may be Distorted

JOB DESCRIPTION

“Job Description implies objective listing of the job title, tasks, and responsibilities involved
in a job.”

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Job description is a word picture in writing of the duties, responsibilities and organizational
relationships that constitutes a given job or position. It defines continuing work assignment
and a scope of responsibility that are sufficiently different from those of the other jobs to
warrant a specific title. Job description is a broad statement of purpose, scope, duties and
responsibilities of a particular job.

Contents of Job Description

1. Job Identification
2. Job Summary
3. Job Duties and Responsibilities
4. Supervision specification
5. Machines, tools and materials
6. Work conditions
7. Work hazards
8. Definition of unusual terms

Format of Job Description

 Job Title
 Region/Location
 Department
 Reporting to (Operational and Managerial)
 Objective
 Principal duties and responsibilities

Fea t ur es o f Goo d Jo b Desc r ipt io n

1. Up to date
2. Proper Job Title
3. Comprehensive Job Summary
4. Clear duties and responsibilities
5. Easily understandable
6. State job requirements
7. Specify reporting relationships
8. Showcase degrees of difficulties
9. Indicates opportunities for career development
10. Offer bird’s-eye-view of primary responsibilities

JOB SPECIFICATIONS

“Job Specification involves listing of employee qualifications, skills and abilities required to
meet the job description. These specifications are needed to do job satisfactorily.”

In other words it is a statement of minimum and acceptable human qualities necessary to

perform job properly. Job specifications seeks to indicate what kind of persons may be
expected to most closely approximate the role requirements and thus it is basically
concerned with matters of selection, screening and placement and is intended to serve as a
guide in hiring.

Contents of Job Specifications

1. Physical Characteristics
2. Psychological characteristics
3. Personal characteristics
4. Responsibilities
5. Demographic features

Further the job specifications can be divided into three broad categories

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Essential Attributes
Desirable Attributes
Contra-Indicators – indicators hampering the success of job

JOB EVALUATION

Job Evaluation involves determination of relative worth of each job for the purpose of
establishing wage and salary differentials. Relative worth is determined mainly on the basis
of job description and job specification only. Job Evaluation helps to determine wages and
salary grades for all jobs. Employees need to be compensated depending on the grades of
jobs which they occupy. Remuneration also involves fringe benefits, bonus and other
benefits. Clearly remuneration must be based on the relative worth of each job. Ignoring
this basic principle results in inequitable compensation. A perception of inequity is a sure
way of de-motivating an employee.

Job evaluation is a process of analyzing and assessing the various jobs systematically to
ascertain their relative worth in an organization.

Jobs are evaluated on the basis of content, placed in order of importance. This establishes
Job Hierarchies, which is a purpose of fixation of satisfactory wage differentials among
various jobs.

Jobs are ranked (not jobholders)

Scope of Job Evaluation

The job evaluation is done for the purpose of wage and salary differentials, demand for and
supply of labor, ability to pay, industrial parity, collective bargaining and the like.

Process of Job Evaluation:

1. Defining objectives of job evaluation
a. Identify jobs to be evaluated (Benchmark jobs or all jobs)
b. Who should evaluate job?
c. What training do the evaluators need?
d. How much time involved?
e. What are the criteria for evaluation?
f. Methods of evaluation to be used
2. Wage Survey
3. Employee Classification
4. Establishing wage and salary differentials.

Methods of Job Evaluation

Analytical Methods

 Point Ranking Methods: Different factors are selected for different jobs with
accompanying differences in degrees and points.
 Factor Comparison Method: The important factors are selected which can be
assumed to be common to all jobs. Each of these factors are then ranked with other jobs.
The worth of the job is then taken by adding together all the point values.

Non-Analytical Methods

 Ranking Method: Jobs are ranked on the basis of its title or contents. Job is not
broken down into factors etc.
 Job Grading Method: It is based on the job as a whole and the differentiation is made
on the basis of job classes and grades. In this method it is important to form a grade

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description to cover discernible differences in skills, responsibilities and other

characteristics.

Pitfalls of Job Evaluation:

 Encourages employees on how to advance in position when there may be limited

opportunities for enhancement as a result of downsizing.
 It promotes internal focus instead of customer orientation
 Not suitable for forward looking organizations, which has trimmed multiple job titles
into two or three broad jobs.

JOB DESIGN

The Logical Sequence to Job Analysis is Job Design.

Definit io n 1: Inte gr atio n o f wo r k , r ew ar ds and qualifica tio n

“Job Design integrates work content (tasks, functions, relationships), the rewards and
qualifications required including skills, knowledge and abilities for each job in a way that
meets the needs of employees and the organization.”

St eps in J ob Design: -
1. Specification of Individual Tasks
2. Specification of Methods of Tasks Performance
3. Combination of Tasks into Specific Jobs to be assigned to individuals

Fa c to r s a ffec t ing J ob Design: -

Or ga niz at io na l fa c t or s:
 Characteristics of Tasks (Planning, Execution and Controlling of Task)
 Work Flow (Process Sequences)
 Ergonomics (Time & Motion Study)
 Work Practices (Set of ways of performing tasks)

Envir o nm ent a l Fa ct or s:
 Employee Abilities and Availability
 Social and Cultural Expectations

Beha vio r a l Elem ent s:

 Feedback
 Autonomy
 Use of Abilities
 Variety

TECH N I QUES OF J OB DESI GN : -

W or k Sim plific a t io n: Job is simplified or specialized. The job is broken down into
small parts and each part is assigned to an individual. To be more specific, work
simplification is mechanical pacing of work, repetitive work processes, working only on one
part of a product, predetermining tools and techniques, restricting interaction amongst
employees, few skills requirement. Work simplification is used when jobs are not
specialized.

J ob Ro t at io n: When incumbents become bore of routine jobs, job rotation is an answer

to it. Here jobs remain unchanged, but the incumbents shift from one job to another. On
the positive side, it increases the intrinsic reward potential of a job because of different

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skills and abilities needed to perform it. Workers become more competent in several jobs,
know variety of jobs and improve the self-image, personal growth. Further the worker
becomes more valuable to the organization. Periodic job changes can improve
interdepartmental cooperation. On the negative side, it may not be much enthusiastic or
efficiency may not be more. Besides jobs may not improve the relationships between task,
while activities and objectives remain unchanged. Further training costs also rise and it can
also de-motivate intelligent and ambitious trainees who seek specific responsibilities in their
chosen specialties.

J ob Enla r gem ent : It means expanding the number of tasks, or duties assigned to a
given job. Job enlargement is naturally opposite to work simplification. Adding more tasks
or duties to a job does not mean that new skills and abilities are needed. There is only
horizontal expansion. It is with same skills taking additional responsibilities like extending
working hours etc. Job enlargement may involve breaking up of the existing work system
and redesigning a new work system. For this employees also need to be trained to adjust to
the new system. Job enlargement is said to contribute to employee motivation but the
claim is not validated in practice.

Benefits of Job Enlargement:

1. Task Variety
2. Meaningful Work Modules
3. Full Ability Utilization
4. Worker Paced Control
5. Meaningful Performance Feedback

Disadvantages of Job Enlargement

1. High Training Costs
2. Redesigning existing work system required
3. Productivity may not increase necessarily
4. Workload increases
5. Unions demand pay–hike
6. Jobs may still remain boring and routine

J ob Enr ic hm ent : Job enrichment is improvisation of both tasks efficiency and human
satisfaction by building into people’s jobs, quite specifically, greater scope for personal
achievement and recognition, more challenging and responsible work and more opportunity
for individual advancement and growth. An enriched job will have more responsibility, more
autonomy (vertical enrichment), more variety of tasks (horizontal enrichment) and more
growth opportunities. The employee does more planning and controlling with less
supervision but more self-evaluation. In other words, transferring some of the supervisor’s
tasks to the employee and making his job enriched.

Benefit s o f J ob enr ic hm ent

1. It benefits employee and organization in terms of increased motivation,

performance, satisfaction, job involvement and reduced absenteeism.
2. Additional features in job meet certain psychological needs of jobholders due to
skill variety, identity, significance of job etc.
3. It also adds to employee self-esteem and self-control.
4. Job enrichment gives status to jobholder and acts as a strong satisfier in one’s
life.
5. Job enrichment stimulates improvements in other areas of organization.
6. Empowerment is a by-product of job enrichment. It means passing on more
authority and responsibility.

Dem er it s o f Jo b Enr ic hm ent

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1. Lazy employees may not be able to take additional responsibilities and power. It
won’t fetch the desired results for an employee who is not attentive towards his job.
2. Unions resistance, increased cost of design and implementation and limited
research on long term effect of job enrichment are some of the other demerits.
3. Job enrichment itself might not be a great motivator since it is job-intrinsic
factor. As per the two-factor motivation theory, job enrichment is not enough. It should be
preceded by hygienic factors etc.
4. Job enrichment assumes that workers want more responsibilities and those
workers who are motivated by less responsibility, job enrichment surely de-motivates them
5. Workers participation may affect the enrichment process itself.
6. Change is difficult to implement and is always resisted as job enrichment brings
in a changes the responsibility.

A uto no m o us o f Self- Dir ec t ed Tea m s: Empowerment results in self-directed work

teams. A self –directed team is an intact group of employees responsible for whole work
segment, they work together, handle day-to-day problems, plan and control, and are highly
effective teams.

H igh Per fo r m a nc e Wo r k Design: Improving performance in an environment where

positive and demanding goals are set leads to high performance work design. It starts from
the principle of autonomous groups working and developing an approach, which enables
group to work effectively together in situations where the rate of innovation is very high.
Operational flexibility is important and there is the need for employees to gain and apply
new skills quickly with minimum supervision. However due to bureaucracy high
performance work design does not work.

JOB SATISFACTION

Job satisfaction is the result of various attitudes possessed by an employee towards his job,
related factors and life in general. The attitudes related to job may be wages, supervision,
steadiness, working conditions, advancement opportunities, recognitions, fair evaluation of
work, social relations on job, prompt settlement of grievances etc.

In short job satisfaction is a general attitude, which is the result of many specific attitudes
in three areas namely, job factors, individual characteristics and group relationships outside
the job.

Components of Job Satisfaction

Personal factors: Sex, Dependents, Age, Timings, Intelligence, Education and Personality.

Job inherent factors: Type of work, Skills, Occupational status, Geography, Size of plant

Management controlled factors: Security, Payment, Fringe benefits, Advancement

opportunities and Working conditions, Co-workers, Responsibilities, Supervision

Job Satisfaction & Behavior relationship is described through following examples.

Satisfaction & Turnover

Satisfaction & Absenteeism
Satisfaction & Accidents
Satisfaction & Job Performance

RECRUITMENT & SELECTION

RECRUI TM EN T

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Definit io n Of Rec r uit m ent : Find ing and Attr acting Applica tio ns
“Recruitment is the Process of finding and attracting capable applicants for employment.
The Process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of application from which new employees are selected.”

M EA NI N G OF RECRUI TM EN T:

Recruitment is understood as the process of searching for and obtaining applicants for jobs,
from among them the right people can be selected. Though theoretically recruitment
process is said to end with the receipt of applications, in practice the activity extends to the
screening of applications so as to eliminate those who are not qualified for the job.

PURPOSE AN D I M PORTA N CE OF RECRUI TM EN T: -

1. Determine the present and future requirements in conjunction with personnel planning
and job analysis activities
2. Increase the pool of job candidates at minimum cost
3. Help increase success rate of selection process by reducing number of under-qualified or
over-qualified applications.
4. Reduce the probability that job applicants once selected would leave shortly
5. Meet legal and social obligations
6. Identify and prepare potential job applicants
7. Evaluate effectiveness of various recruitment techniques and sources for job applicants.

FA CTORS GOVERN I N G RECRUI TM EN T

External Factors:
 Demand and Supply (Specific Skills)
 Unemployment Rate (Area-wise)
 Labor Market Conditions
 Political and Legal Environment (Reservations, Labor laws)
 Image
Internal Factors
 Recruitment Policy (Internal Hiring or External Hiring?)
 Human Resource Planning (Planning of resources required)
 Size of the Organization (Bigger the size lesser the recruitment problems)
 Cost
 Growth and Expansion Plans

RECRUI TM EN T PROCESS

Recruitment Planning
 Number of contacts
 Types of contacts
Recruitment Strategy Development
 Make or Buy Employees
 Technological Sophistication
 Where to look
 How to look
Internal Recruitment (Source 1)
 Present employees
 Employee referrals
 Transfers & Promotions
 Former Employees
 Previous Applicants
 Evaluation of Internal Recruitment
External Recruitment (Source 2)

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 Professionals or Trade Associations

 Advertisements
 Employment Exchanges
 Campus Recruitment
 Walk-ins Interviews
 Consultants
 Contractors
 Displaced Persons
 Radio & Television
 Acquisitions & Mergers
 Competitors
 Evaluation of External Recruitment
Searching
 Source activation
 Selling
 Screening of Applications
Evaluation and Cost Control
 Salary Cost
 Management & Professional Time spent
 Advertisement Cost
 Producing Supporting literature
 Recruitment Overheads and Expenses
 Cost of Overtime and Outsourcing
 Consultant’s fees
Evaluation of Recruitment Process
 Return rate of applications sent out
 Suitable Candidates for selection
 Retention and Performance of selected candidates
 Recruitment Cost
 Time lapsed data
 Image projection

IN TERN A L RECRUI TM EN T
A dva nta ges Disa dva nt a ges
1. Less Costly 1. Old concept of doing things
2. Candidates already oriented towards 2. It abets raiding
organization 3. Candidates current work may be
3. Organizations have better knowledge affected
about internal candidates 4. Politics play greater roles
4. Employee morale and motivation is 5. Morale problem for those not
enhanced promoted.

EXTERN A L RECRUI TM EN T
A dva nta ges Disa dva nt a ges
1. Benefits of new skills and talents 1. Better morale and motivation
2. Benefits of new experiences associated with internal recruiting is
3. Compliance with reservation policy denied
becomes easy 2. It is costly method
4. Scope for resentment, jealousies, and 3. Chances of creeping in false positive
heartburn are avoided. and false negative errors
4. Adjustment of new employees takes
longer time.
SEL ECTI ON : -

M EA NI N G OF SEL ECTI ON :

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Selection is the process of picking up individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal definition of
Selection is as under

Definit io n o f Selec t io n: Pr o ce ss o f diffe r e ntiat ing

“Selection is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job.”

DI FFEREN CE BETW EEN RECRUI TM EN T A N D SEL ECTI ON :

Recruitment Selection
1. Recruitment refers to the process of 1. Selection is concerned with picking up
identifying and encouraging prospective the right candidates from a pool of
employees to apply for jobs. applicants.
2. Recruitment is said to be positive in 2. Selection on the other hand is
its approach as it seeks to attract as negative in its application in as much as
many candidates as possible. it seeks to eliminate as many unqualified
applicants as possible in order to identify
the right candidates.

PROCESS / STEPS IN SEL ECTI ON

1. Pr elim ina r y I nt er view: The purpose of preliminary interviews is basically to

eliminate unqualified applications based on information supplied in application forms. The
basic objective is to reject misfits. On the other hands preliminary interviews is often called
a courtesy interview and is a good public relations exercise.
2. Selec t io n Test s: Jobseekers who past the preliminary interviews are called for
tests. There are various types of tests conducted depending upon the jobs and the
company. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are
conducted to judge how well an individual can perform tasks related to the job. Besides this
there are some other tests also like Interest Tests (activity preferences), Graphology Test
(Handwriting), Medical Tests, Psychometric Tests etc.
3. Em plo ym ent Int er view: The next step in selection is employment interview. Here
interview is a formal and in-depth conversation between applicant’s acceptability. It is
considered to be an excellent selection device. Interviews can be One-to-One, Panel
Interview, or Sequential Interviews. Besides there can be Structured and Unstructured
interviews, Behavioral Interviews, Stress Interviews.
4. Refer enc e & Ba c kgr o und Chec ks: Reference checks and background checks
are conducted to verify the information provided by the candidates. Reference checks can
be through formal letters, telephone conversations. However it is merely a formality and
selections decisions are seldom affected by it.
5. Selec t io n Dec isio n: After obtaining all the information, the most critical step is the
selection decision is to be made. The final decision has to be made out of applicants who
have passed preliminary interviews, tests, final interviews and reference checks. The views
of line managers are considered generally because it is the line manager who is responsible
for the performance of the new employee.
6. Physic a l Exa m ina t io n: After the selection decision is made, the candidate is
required to undergo a physical fitness test. A job offer is often contingent upon the
candidate passing the physical examination.
7. J ob Offer : The next step in selection process is job offer to those applicants who
have crossed all the previous hurdles. It is made by way of letter of appointment.
8. Co nt r ac t o f Em plo ym ent : After the job offer is made and candidates accept the
offer, certain documents need to be executed by the employer and the candidate. Here is a

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need to prepare a formal contract of employment, containing written contractual terms of

employment etc.

ESSEN TI A L S OF A GOOD SEL ECTI ON PRA CTI CE

1. Detailed job descriptions and job specifications prepared in advance and endorsed by
personnel and line management
2. Trained the selectors
3. Determine aids to be used for selection process
4. Check competence of recruitment consultants before retention
5. Involve line managers at all stages
6. Attempt to validate the procedure
7. Help the appointed candidate to succeed by training and management development

BA RRI ERS TO EFFECTI VE SEL ECTI ON : -

1. Per c ept io n: We all perceive the world differently. Our limited perceptual ability is
obviously a stumbling block to the objective and rational selection of people.
2. Fa ir ness: Barriers of fairness includes discrimination against religion, region, race or
gender etc.
3. Va lidit y: A test that has been validated can differentiate between the employees who
can perform well and those who will not. However it does not predict the job success
accurately.
4. Relia bilit y: A reliable test may fail to predict job performance with precision.
5. Pr essur e: Pressure brought on selectors by politicians, bureaucrats, relatives, friends
and peers to select particular candidate are also barriers to selection.

TRAINING & DEVELOPMENT

Definit io n o f Tr a ining & Develo pm ent : Impr o ve per fo r mance

“Training & Development is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge.”

M EA NI N G OF TRA I NI N G & DEVEL OPM EN T: -

The need for Training and Development is determined by the employee’s performance
deficiency, computed as follows.
Training & Development Need = Standard Performance – Actual Performance

We can make a distinction among Training, Development and Education.

Dist inc t io n bet ween Tr a ining a nd Educ a t io n

Training Education
Application oriented Theoretical Orientation
Job experience Classroom learning
Specific Task in mind Covers general concepts
Narrow Perspective Has Broad Perspective
Training is Job Specific Education is no bar

Training: Training refers to the process of imparting specific skills. An employee

undergoing training is presumed to have had some formal education. No training program
is complete without an element of education. Hence we can say that Training is offered to
operatives.

Education: It is a theoretical learning in classrooms. The purpose of education is to teach

theoretical concepts and develop a sense of reasoning and judgment. That any training and

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development program must contain an element of education is well understood by HR

Specialists. Any such program has university professors as resource persons to enlighten
participants about theoretical knowledge of the topics proposed to discuss. In fact
organizations depute or encourage employees to do courses on part time basis. CEOs are
known to attend refresher courses conducted by business schools. The education is more
important for managers and executives rather than low cadre workers. Anyways education
is common to all employees, their grades notwithstanding.

Development: Development means those learning opportunities designed to help

employees to grow. Development is not primarily skills oriented. Instead it provides the
general knowledge and attitudes, which will be helpful to employers in higher positions.
Efforts towards development often depend on personal drive and ambition. Development
activities such as those supplied by management development programs are generally
voluntary in nature. Development provides knowledge about business environment,
management principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company.

Objectives of (MDP) Management Development Programs OR

Advantages of Development

1. Making them
 Self-starters
 Committed
 Motivated
 Result oriented
 Sensitive to environment
 Understand use of power
2. Creating self awareness
3. Develop inspiring leadership styles
4. Instill zest for excellence
5. Teach them about effective communication
6. To subordinate their functional loyalties to the interests of the organization

Difference between Training and Development

Training Development
Training is skills focused Development is creating learning abilities
Training is presumed to have a formal Development is not education dependent
education
Training needs depend upon lack or Development depends on personal drive
deficiency in skills and ambition
Trainings are generally need based Development is voluntary
Training is a narrower concept focused Development is a broader concept
on job related skills focused on personality development
Training may not include development Development includes training wherever
necessary
Training is aimed at improving job Development aims at overall personal
related efficiency and performance effectiveness including job efficiencies

What are the Training Inputs?

 Skills
 Education
 Development
 Ethics
 Problem Solving Skills
 Decision Making

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 Attitudinal Changes

Importance of Training & Development

 Helps remove performance deficiencies in employees
 Greater stability, flexibility and capacity for growth in an organization
 Accidents, scraps and damages to machinery can be avoided
 Serves as effective source of recruitment
 It is an investment in HR with a promise of better returns in future
 Reduces dissatisfaction, absenteeism, complaints and turnover of employees

Need of Training
Individual level
 Diagnosis of present problems and future challenges
 Improve individual performance or fix up performance deficiency
 Improve skills or knowledge or any other problem
 To anticipate future skill-needs and prepare employee to handle more challenging tasks
 To prepare for possible job transfers
Group level
 To face any change in organization strategy at group levels
 When new products and services are launched
 To avoid scraps and accident rates

Identification of Training Needs (Methods)

Individual Training Needs Identification

1. Performance Appraisals
2. Interviews
3. Questionnaires
4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales

Group Level Training Needs Identification

1. Organizational Goals and Objectives

2. Personnel / Skills Inventories
3. Organizational Climate Indices
4. Efficiency Indices
5. Exit Interviews
6. MBO / Work Planning Systems
7. Quality Circles
8. Customer Satisfaction Survey
9. Analysis of Current and Anticipated Changes

Benefits of Training Needs Identification

1. Trainers can be informed about the broader needs in advance

2. Trainers Perception Gaps can be reduced between employees and their supervisors
3. Trainers can design course inputs closer to the specific needs of the participants
4. Diagnosis of causes of performance deficiencies can be done

Methods of Training

On the Job Trainings: These methods are generally applied on the workplace while
employees is actually working. Following are the on-the-job methods.

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Advantages of On-the-Job Training:

It is directly in the context of job
It is often informal
It is most effective because it is learning by experience
It is least expensive
Trainees are highly motivated
It is free from artificial classroom situations

Disadvantages of On-the-Job Training:

Trainer may not be experienced enough to train
It is not systematically organized
Poorly conducted programs may create safety hazards

On the Job Training Methods

1. Job Rotation: In this method, usually employees are put on different jobs turn by
turn where they learn all sorts of jobs of various departments. The objective is to give a
comprehensive awareness about the jobs of different departments. Advantage – employee
gets to know how his own and other departments also function. Interdepartmental
coordination can be improved, instills team spirit. Disadvantage – It may become too much
for an employee to learn. It is not focused on employees own job responsibilities.
Employees basic talents may remain under utilized.
2. Job Coaching: An experienced employee can give a verbal presentation to explain
the nitty-gritty’s of the job.
3. Job Instruction: It may consist an instruction or directions to perform a particular
task or a function. It may be in the form of orders or steps to perform a task.
4. Apprenticeships: Generally fresh graduates are put under the experienced
employee to learn the functions of job.
5. Internships and Assistantships: An intern or an assistants are recruited to
perform a specific time-bound jobs or projects during their education. It may consist a part
of their educational courses.

Off the Job Trainings: These are used away from work places while employees are not
working like classroom trainings, seminars etc. Following are the off-the-job methods;
Advantages of Off-the-Job Training:
Trainers are usually experienced enough to train
It is systematically organized
Efficiently created programs may add lot of value
Disadvantages of Off-the-Job Training:
It is not directly in the context of job
It is often formal
It is not based on experience
It is least expensive
Trainees may not be highly motivated
It is more artificial in nature

Off the Job Training Methods

1. Classroom Lectures: It is a verbal lecture presentation by an instructor to a large
audience. Advantage – It can be used for large groups. Cost per trainee is low.
Disadvantages – Low popularity. It is not learning by practice. It is One-way
communication. No authentic feedback mechanism. Likely to boredom.
2. Audio-Visual: It can be done using Films, Televisions, Video, and Presentations etc.
Advantages – Wide range of realistic examples, quality control possible,. Disadvantages –
One-way communication, No feedback mechanism. No flexibility for different audience.
3. Simulation: creating a real life situation for decision-making and understanding the
actual job conditions give it. Following are some of the simulation methods of trainings

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a. Case Studies: It is a written description of an actual situation and trainer is

supposed to analyze and give his conclusions in writing. The cases are generally based on
actual organizational situations. It is an ideal method to promote decision-making abilities
within the constraints of limited data.
b. Role Plays: Here trainees assume the part of the specific personalities in a
case study and enact it in front of the audience. It is more emotional orientation and
improves interpersonal relationships. Attitudinal change is another result. These are
generally used in MDP.
c. Sensitivity Trainings: This is more from the point of view of behavioral
assessment, under different circumstances how an individual will behave himself and
towards others. There is no preplanned agenda and it is instant. Advantages – increased
ability to empathize, listening skills, openness, tolerance, and conflict resolution skills.
Disadvantage – Participants may resort to their old habits after the training.
4. Programmed Instructions: Provided in the form of blocks either in book or a
teaching machine using questions and Feedbacks without the intervention of trainer.
Advantages – Self paced, trainees can progress at their own speed, strong motivation for
repeat learning, material is structured and self-contained. Disadvantages – Scope for
learning is less; cost of books, manuals or machinery is expensive.
5. Computer Aided Instructions: It is extension of PI method, by using computers.
Advantages – Provides accountabilities, modifiable to technological innovations, flexible to
time. Disadvantages – High cost.
6. Laboratory Training

Barriers to Effective Training:

1. Lack of Management commitment
2. Inadequate Training budget
3. Education degrees lack skills
4. Large scale poaching of trained staff
5. Non-coordination from workers due to downsizing trends
6. Employers and B Schools operating distantly
7. Unions influence

How To Make Training Effective?

1. Management Commitment
2. Training & Business Strategies Integration
3. Comprehensive and Systematic Approach
4. Continuous and Ongoing approach
5. Promoting Learning as Fundamental Value
6. Creations of effective training evaluation system

INDUCTION & ORIENATION

Definition 1: Planned Introduction

“It is a Planned Introduction of employees to their jobs, their co-workers and the
organization per se.”

Orientation conveys 4 types of information:

1. Daily Work Routine
2. Organization Profile
3. Importance of Jobs to the organization
4. Detailed Orientation Presentations

Purpose of Orientation
1. To make new employees feel at home in new environment
2. To remove their anxiety about new workplace

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3. To remove their inadequacies about new peers

4. To remove worries about their job performance
5. To provide them job information, environment

Types of Orientation Programs

1. Formal or Informal
2. Individual or Group
3. Serial or Disjunctive

Prerequisites of Effective Orientation Program

1. Prepare for receiving new employee
2. Determine information new employee wants to know
3. Determine how to present information
4. Completion of Paperwork

Problems of Orientations
1. Busy or Untrained supervisor
2. Too much information
3. Overloaded with paperwork
4. Given menial tasks and discourage interests
5. Demanding tasks where failure chances are high
6. Employee thrown into action soon
7. Wrong perceptions of employees

What is the difference between induction and orientation?

Induction referred to formal training programs that an employee had to complete before
they could start work
Orientation was the informal information giving that made the recruit aware of the comfort
issues - where the facilities are, what time lunch is and so forth.

How long should the induction process take?

It starts when the job ad is written, continues through the selection process and is not
complete until the new team member is comfortable as a full contributor to the
organization's goals.

The first hour on day one is a critical component - signing on, issuing keys and passwords,
explaining no go zones, emergency procedures, meeting the people that you will interact
with all have to be done immediately. Until they are done the newcomer is on the payroll,
but is not employed.

After that it is a matter of just in time training - expanding the content as new duties are
undertaken.

We only employ new people one at a time - how can we induct them?

There are some issues, which cannot wait - they vary according to your situation. Perhaps a
buddy system on the job may be the best way to deal with these. Other subjects may be
incorporated with refresher training for current staff, or handled as participant in an outside
program. Perhaps some can wait until there are groups of people who have started in the
last few months.

This may take some creative thinking, but the answer is quite simple - until the new people
are integrated then they are less useful. The math is often amazingly simple - not taking
the time to train consumes more time than the training would.

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What levels of staff need induction?

Everybody. The CEO needs to know different things to the temporary concierge, but
everyone needs a planned program of induction and orientation.

PLACEMENT

Placement is allocation of people to jobs. It is assignment or reassignment of an employee

to a new or different job.

MULTI SKILLING

Multi Skilling is The Integrated Skills Program that has been developed to build on the
existing skills of the current work force to reduce redundancies and avoid downsizing
situations. The objective of this program is to gain total integration of skills.

The program is based around ‘on-the-job’ & ‘off-the-job’ competence. That is the ability to
do the job on the shop floor (training to gain work experience) and ‘off-the-job’ (training in
the classroom) to gain underpinning knowledge.

The program requires the individual to demonstrate competence in a number of different

skills and this competence is measured and assessed on the job.

Multi-skilling of course works best with more advanced skilled workers because their
individual skills levels are developed enough where they can fluidly transition from one skill
to the next without degradation of a skills performance. If you are multi-skilling and a
great percentage of your workers are having problems executing one of the skills effectively
it is probably a good signal you need to go back to basics with that skill and pull it out of
the multi-skilling sequences. Another advantage of multi-skilling is the positive effect of
what is called "contextual learning". Contextual learning involves discovery and
improvement from two skills, which don't, on the surface, appear to have a direct
relationship.

The disadvantages of multi-skilling include the obvious danger of moving on to quickly

toward advanced skills and combinations without sufficiently drilling basic skills. While
there is a great desire to learn quickly I think this is one of the reason we are seeing better
skilled from some of the best workers. The consequence is that we become "partially
skilled". The greater the number of partial skills we develop, the less chance we ever have
of reaching our full potential.

PERFORMANCE APPRAISALS

Definition 1: Systematic Evaluation

“It is a systematic evaluation of an individual with respect to performance on the job and
individual’s potential for development.”

Definition 2: Formal System, Reasons and Measures of future performance

“It is formal, structured system of measuring, evaluating job related behaviors and
outcomes to discover reasons of performance and how to perform effectively in future so
that employee, organization and society all benefits.”

Meaning of Performance Appraisals

Performance Appraisals is the assessment of individual’s performance in a systematic way.

It is a developmental tool used for all round development of the employee and the

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organization. The performance is measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility and health. Assessment should be confined to past as well
as potential performance also. The second definition is more focused on behaviors as a part
of assessment because behaviors do affect job results.

Performance Appraisals and Job Analysis Relationship

Job Analysis  Performance Standards  Performance Appraisals

Describe the work and Translate job requirements Describe the job relevant
personnel requirement of into levels of acceptable or strengths and weaknesses
a particular job. unacceptable performance of each individual.

Objectives of Performance Appraisals

Use of Performance Appraisals
1. Promotions
2. Confirmations
3. Training and Development
4. Compensation reviews
5. Competency building
6. Improve communication
7. Evaluation of HR Programs
8. Feedback & Grievances

4 Goals of Performance Appraisals

General Goals Specific Goals

Developmental Use Individual needs
Performance feedback
Transfers and Placements
Strengths and Development needs
Administrative Decisions / Uses Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification
Organizational Maintenance HR Planning
Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational needs
Documentation Validation Research
For HR Decisions
Legal Requirements

Performance Appraisal Process

1. Objectives definition of appraisal
2. Job expectations establishment
3. Design an appraisal program
4. Appraise the performance
5. Performance Interviews
6. Use data for appropriate purposes
7. Identify opportunities variables
8. Using social processes, physical processes, human and computer assistance

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Difference between Traditional and Modern (Systems) approach to Appraisals

Categories Traditional Appraisals Modern, Systems

Appraisals
Guiding Values Individualistic, Control Systematic,
oriented, Documentary Developmental, Problem
solving
Leadership Styles Directional, Evaluative Facilitative, Coaching
Frequency Occasional Frequent
Formalities High Low
Rewards Individualistic Grouped, Organizational

TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS

Numerous methods have been devised to measure the quantity and quality of performance
appraisals. Each of the methods is effective for some purposes for some organizations only.
None should be dismissed or accepted as appropriate except as they relate to the particular
needs of the organization or an employee.

Broadly all methods of appraisals can be divided into two different categories.

 Past Oriented Methods

 Future Oriented Methods

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job
related performance criterions such as dependability, initiative, output, attendance, attitude
etc. Each scales ranges from excellent to poor. The total numerical scores are computed
and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every
type of job can be evaluated, large number of employees covered, no formal training
required. Disadvantages – Rater’s biases

2. Checklist: Under this method, checklist of statements of traits of employee in the form
of Yes or No based questions is prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation. Advantages – economy, ease of
administration, limited training required, standardization. Disadvantages – Raters biases,
use of improper weighs by HR, does not allow rater to give relative ratings

3. Forced Choice Method: The series of statements arranged in the blocks of two or
more are given and the rater indicates which statement is true or false. The rater is forced
to make a choice. HR department does actual assessment. Advantages – Absence of
personal biases because of forced choice. Disadvantages – Statements may be wrongly
framed.

4. Forced Distribution Method: here employees are clustered around a high point on a
rating scale. Rater is compelled to distribute the employees on all points on the scale. It is
assumed that the performance is conformed to normal distribution. Advantages –
Eliminates Disadvantages – Assumption of normal distribution, unrealistic, errors of central
tendency.

5. Critical Incidents Method: The approach is focused on certain critical behaviors of

employee that makes all the difference in the performance. Supervisors as and when they
occur record such incidents. Advantages – Evaluations are based on actual job behaviors,
ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of
subordinate improvement are high. Disadvantages – Negative incidents can be prioritized,

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forgetting incidents, overly close supervision; feedback may be too much and may appear
to be punishment.

6. Behaviorally Anchored Rating Scales: statements of effective and ineffective

behaviors determine the points. They are said to be behaviorally anchored. The rater is
supposed to say, which behavior describes the employee performance. Advantages – helps
overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating
techniques.

7. Field Review Method: This is an appraisal done by someone outside employees’ own
department usually from corporate or HR department. Advantages – Useful for managerial
level promotions, when comparable information is needed, Disadvantages – Outsider is
generally not familiar with employees work environment, Observation of actual behaviors
not possible.

8. Performance Tests & Observations: This is based on the test of knowledge or skills.
The tests may be written or an actual presentation of skills. Tests must be reliable and
validated to be useful. Advantage – Tests may be apt to measure potential more than
actual performance. Disadvantages – Tests may suffer if costs of test development or
administration are high.

9. Confidential Records: Mostly used by government departments, however its

application in industry is not ruled out. Here the report is given in the form of Annual
Confidentiality Report (ACR) and may record ratings with respect to following items;
attendance, self expression, team work, leadership, initiative, technical ability, reasoning
ability, originality and resourcefulness etc. The system is highly secretive and confidential.
Feedback to the assessee is given only in case of an adverse entry. Disadvantage is that it
is highly subjective and ratings can be manipulated because the evaluations are linked to
HR actions like promotions etc.

10. Essay Method: In this method the rater writes down the employee description in detail
within a number of broad categories like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of performing jobs, strengths and
weaknesses and training needs of the employee. Advantage – It is extremely useful in filing
information gaps about the employees that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing skills of rater and most of them
are not good writers. They may get confused success depends on the memory power of
raters.

11. Cost Accounting Method: Here performance is evaluated from the monetary returns
yields to his or her organization. Cost to keep employee, and benefit the organization
derives is ascertained. Hence it is more dependent upon cost and benefit analysis.

12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are
collection of different methods that compare performance with that of other co-workers.
The usual techniques used may be ranking methods and paired comparison method.

 Ranking Methods: Superior ranks his worker based on merit, from best to
worst. However how best and why best are not elaborated in this method. It is easy to
administer and explanation.
 Paired Comparison Methods: In this method each employee is rated with
another employee in the form of pairs. The number of comparisons may be calculated with
the help of a formula as under.
N x (N-1) / 2

Future Oriented Methods

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1. Management By Objectives: It means management by objectives and the

performance is rated against the achievement of objectives stated by the management.
MBO process goes as under.
 Establish goals and desired outcomes for each subordinate
 Setting performance standards
 Comparison of actual goals with goals attained by the employee
 Establish new goals and new strategies for goals not achieved in previous year.
Advantage – It is more useful for managerial positions.
Disadvantages – Not applicable to all jobs, allocation of merit pay may result in setting
short-term goals rather than important and long-term goals etc.

2. Psychological Appraisals: These appraisals are more directed to assess employees

potential for future performance rather than the past one. It is done in the form of in-depth
interviews, psychological tests, and discussion with supervisors and review of other
evaluations. It is more focused on employees emotional, intellectual, and motivational and
other personal characteristics affecting his performance. This approach is slow and costly
and may be useful for bright young members who may have considerable potential.
However quality of these appraisals largely depend upon the skills of psychologists who
perform the evaluation.

3. Assessment Centers: This technique was first developed in USA and UK in 1943. An
assessment center is a central location where managers may come together to have their
participation in job related exercises evaluated by trained observers. It is more focused on
observation of behaviors across a series of select exercises or work samples. Assessees are
requested to participate in in-basket exercises, work groups, computer simulations, role
playing and other similar activities which require same attributes for successful
performance in actual job. The characteristics assessed in assessment center can be
assertiveness, persuasive ability, communicating ability, planning and organizational ability,
self confidence, resistance to stress, energy level, decision making, sensitivity to feelings,
administrative ability, creativity and mental alertness etc. Disadvantages – Costs of
employees traveling and lodging, psychologists, ratings strongly influenced by assessee’s
inter-personal skills. Solid performers may feel suffocated in simulated situations. Those
who are not selected for this also may get affected.

Advantages – well-conducted assessment center can achieve better forecasts of future

performance and progress than other methods of appraisals. Also reliability, content validity
and predictive ability are said to be high in assessment centers. The tests also make sure
that the wrong people are not hired or promoted. Finally it clearly defines the criteria for
selection and promotion.

4. 360-Degree Feedback: It is a technique which is systematic collection of performance

data on an individual group, derived from a number of stakeholders like immediate
supervisors, team members, customers, peers and self. In fact anyone who has useful
information on how an employee does a job may be one of the appraisers. This technique is
highly useful in terms of broader perspective, greater self-development and multi-source
feedback is useful. 360-degree appraisals are useful to measure inter-personal skills,
customer satisfaction and team building skills. However on the negative side, receiving
feedback from multiple sources can be intimidating, threatening etc. Multiple raters may be
less adept at providing balanced and objective feedback.

Ethics of Performance Appraisals / Legally defensible Performance Appraisals

Ethics of Procedures

1. Formal Standardized Performance Appraisal Systems

2. Uniform to all employees, no illegal differentiations based on cast, religion etc.
3. Standards formally communicated to all employees

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4. Freedom to review performance appraisal results

5. Formal appeal process about ratings and judgments
6. Written instructions and training to raters
7. All personal decision makers should be aware of anti-discrimination laws.

Ethics of Contents

1. Content based on job analysis

2. Traits based appraisals should be avoided
3. Objectively verifiable data should be used
4. Constraints on performance beyond control should be prevented
5. Specific job related dimensions to be used rather than single or global dimensions.
6. Dimensions must be assigned weight to reflect relative importance in performance score

Ethics of Documentation of Results

1. A thoroughly written record of evidence leading to termination should be maintained

2. Written documentation of extreme ratings should be maintained
3. Documentation should be consistent among the raters.

Ethics of Raters

1. The raters should be trained in how to use an appraisal system

2. The rater must have opportunity to observe ratees first hand and review important
ratee performance products.
3. Use of more than one rater is desirable to reduce biases.

Organizational Support Factors for Performance Appraisal Systems

Performance appraisal serves many organizational objectives and goals. Besides

encouraging high level of performance, the evaluation system is useful in identifying
employees with potential, rewarding them equitably, and determining employee needs for
development. All these activities are instrumental in achieving corporate plans and long-
term growth, typical appraisal system in most organizations have been focused on short-
term goals only.

From the strategic management point of views, organizations can be grouped under 3
different categories as defenders, prospectors and analyzers.

Defenders: They have narrow and stable product market domain. They don’t need to
make any adjustment in technology, structure or methods of operations etc. They devote
entire attention on improving existing operations. Because of emphasis on skill building
successful defenders use appraisals as means for identifying training needs. It is more
behavior oriented.
Prospectors: They continuously search for new products and opportunities. They
experiment regularly to new and emerging trends. They more focus on skills identification
and acquisition of human resources from external sources prospectors often use appraisals
for identifying staffing needs. The focus is on results.
Analyzers: They operate in two type of product domain markets. One is stable and other is
changing. They watch their competitors closely and rapidly adopt the ideas that are
promising. They use cost effective technologies for stable products and matrix technologies
for new products. Analyzers tend to emphasize on skills building and skills acquisitions and
employ extensive training programs. Hence they use appraisal more for training and
staffing purposes.

However performance appraisal systems has strategic importance in three different ways.

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Feedback Mechanism: Performance evaluation is the central mechanism that not only
provides feedback to individuals but also aids in the assessment of the progress of
organization as a whole. Without appraisals managers of any firm can only guess as to
whether or not employees are working towards realization of the organization goals.
Consistency between strategy and job behavior: Performance appraisal not only is a
means of knowing if the employee behavior is consistent with the overall strategies focus
but also a way of bringing to the fore any negative consequence of the strategy – behavior
fit. Thus the performance appraisal system is an important mechanism to elicit feedback on
the consistency of the strategy – behavior link.
Consistency between Values and Job Behavior link: Performance evaluation is a
mechanism to reinforce values and culture of the organization. Another importance is to
align appraisal with organizational culture.

Thus the purpose of performance evaluation is to make sure that employee’s goals,
employees behavior and feedback of information about performance are all linked to the
corporate strategy.

Essentials of a Good Performance Appraisal System:

1. Standardized Performance Appraisal System
2. Uniformity of appraisals
3. Defined performance standards
4. Trained Raters
5. Use of relevant rating tools or methods
6. Should be based on job analysis
7. Use of objectively verifiable data
8. Avoid rating problems like halo effect, central tendency, leniency, severity etc.
9. Consistent Documentations maintained
10. No room for discrimination based on cast, creed, race, religion, region etc.

Problems of Rating:
1. Leniency & Severity
2. Central Tendency
3. Halo Error
4. Rater Effect
5. Primacy & Recency Effect
6. Perceptual Sets
7. Performance Dimensions Order
8. Spillover Effects
9. Status Effect

INCENTIVES BASED COMPENSATION

Incentives are monetary benefits paid to workmen in recognition of their outstanding

performance. They are defined as variable rewards granted according to variations in the
achievement of specific results.

Advantages of Incentive based compensations

1. Incentives are important for inducement and motivation of workers for higher
efficiency and greater output.
2. Employee earnings go up
3. Enhanced standard of livings of employees
4. Reduction in total unit cost of production,
5. Productivity increases.
6. Production capacity is also likely to increase
7. Reduced supervision

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Disadvantages of Incentive based compensation

1. Tendency of quality of products deteriorated due to increased output and low cost
2. Employees may oppose introduction of new machines
3. Workers demand for minimum wage limit may go up due to high incentive earnings
4. Sometimes employees may disregard security regulations due to payment by results
approach adopted for higher incentive figures
5. Overworking may affect employee health
6. Employee jealousies with respect to high and low performers

HUMAN RESOURCE AUDIT

Nature of HR Audit

HR Audit is a tool for evaluating the personnel activities of an organization. The audit may
include one division or entire company. It gives feedback about HR functions to operating
managers and HR specialists. It also shows how well managers are meeting HR duties.

In short HR audit is an overall control check on HR activities in a division or a company and

evaluation of how these activities support organization’s strategy.

Basis of HR Audit
(Personnel Research)

1. Wage Surveys
2. Recruitment Sources effectiveness
3. Training efforts effectiveness
4. Supervisor’s effectiveness
5. Industrial settlements
6. Job Analysis
7. Job Satisfaction Survey
8. Employee needs survey
9. Attitude Surveys
10. High accident frequency surveys

Benefits of HR Audit

1. Identification of contributions of HR department

2. Improvement of professional image of HR department
3. Encouragement of greater responsibility and professionalism among HR members
4. Clarification of HR duties and responsibilities
5. Stimulation of uniformity of HR policies and practices
6. Finding critical personnel problems
7. Ensuring timely compliance with legal requirements
8. Reduction of HR costs through more effective personnel procedures
9. Creation of increased acceptance of changes in HR department
10. A thorough review of HR information systems

Scope and Types of HR Audit

HR Audit must cover the activities of the department and extend beyond because the
people problems are not confined to HR department alone. Based on this HR audit can be
spread across following four different categories.

 Human Resource Function Audit

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 Managerial Compliance Audit

 Human Resource Climate Audit
Employee Turnover
Absenteeism
Accidents
Attitude Surveys
 HR - Corporate Strategy Audit

Approaches to HR Audit

1. Comparative Approach (Benchmarking with another company)

2. Outside Authority Approach (Outside consultants’ standards)
3. Statistical Approach (Statistical measures and tools)
4. Compliance Approach (Legal and company policies)
5. Management By Objectives Approach (Goals & Objectives based)

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MOTIVATION THEORIES

Performance is a function of ability and motivation. P = f (A x M)

Definition 1: Choices among voluntary activities

A process governing choices made by persons or lower organisms among alternative forms
of voluntary activity

Definition 2: Arouse enthusiasm to pursue

A result of internal and external processes to the individual that arouse enthusiasm and
persistence to pursue a certain course of action

Definition 3: Need that activates behavior

A process that starts with a physiological deficiency or need that activates behavior or a
drive that is aimed at a goal or an incentive.

Meaning of Motivation

Motivation is a set of forces that cause people to behave in certain ways.

Motivation Process (6 Steps)

1. Individual Needs
2. Search for ways to satisfy needs
3. Goal & Objectives directed
4. Increased performance
5. Receiving rewards or punishment
6. Reassessment of needs

Criticality of Motivation to Managers

Importance of Motivation
 Motivation helps employees find new ways of doing a job
 Motivation makes employees quality conscious
 Motivation increases productivity very high
 Motivation stimulates both participation and production at work
 Motivation comprehends jobs related behaviors
 Motivation increases attention towards human resources along with physical resources

Challenges of Motivation
 Diverse and changing workforce
 Rightsizing, Downsizing, Hire-n-Fire, Pay-for-Performance strategies
 Motives can only be inferred, not seen
 Dynamic nature of human needs

Objectives of Motivation

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High productivity
Increase quality consciousness
Stimulate participation at work

WORKERS’ PARTICIPATION IN MANAGEMENT

Broadly, worker’s participation in management means associating representatives of

workers at every stage of decision-making. Participative management is considered as a
process by which the worker’s share in decision-making extends beyond the decisions that
are implicit in the specific content of the jobs they do. This amounts to the workers having
a share in the reaching of final managerial decisions in an enterprise.

Definition 1: Association of Workers in decision-making process

Workers’ participation may be taken to cover all terms of association of workers and their
representatives with the decision-making process, ranging from exchange of information,
consultations, decisions and negotiations to more institutionalized forms such as the
presence of the workers’ members on management or supervisory boards or even
management by workers themselves.

Scope of workers’ participation

Scope of workers participation ranges over three managerial decision-making stages.
Social Decisions: Hours of work, welfare measures, work rules, safety, health, sanitation
and noise control.
Personnel Decisions: Recruitment and selection, promotions and transfers, grievance
settlements, work distribution
Economic Decisions: Methods of manufacturing, automation, lay offs, shut-downs,
mergers and acquisitions and other financial aspects.

Methods of Workers’ Participation in Management

1. Board Level
2. Ownership
3. Complete Control
4. Staff Councils
5. Joint Councils
6. Collective Bargaining
7. Job Enlargement and Enrichment
8. Suggestion Schemes
9. Quality Circles
10. Empowered Teams
11. Total Quality Management
12. Financial Participation

Prerequisites of Successful Participation

1. Clearly defined and complementary Objectives
2. Free flow of information and communication
3. Representatives of workers from workers themselves
4. Outside trade union participation should be avoided
5. Workers’ education and training
6. No threat by participation
7. Association at all levels of decision-making

Benefits of Participation
1. Gives identity to an employee
2. Motivates employee

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3. Self-esteem, job satisfaction and cooperation improves

4. Reduced conflicts and stress
5. More commitment to goals
6. Less resistance to change
7. Less labor problems
8. Better quality suggestions expected
UNIONS

Employee associations are popularly known as unions. However these unions are not
confined to only strikes and negotiations. Their role is much wider than this. Unions make
their presence felt in recruitment and selection, promotions, training, termination or lay off.
Many programs, which contribute to the Quality of Work Life (QWL) and productivity, are
undertaken by management in consultation with and with the cooperation of the unions.
Unions also participate in deciding wage and salary structure and negotiate revisions once
in 3 or 5 years.

Trade unions are voluntary organizations of workers or employers formed to promote their
interests through collective action. Trade unions Act 1926 defines a trade union as a
combination, whether temporary or permanent formed primarily for the purpose of
regulating the relation between
1) Workmen and Employers
2) Workmen and Workmen
3) Employers and Employers
For imposing restrictive conditions on the conduct of any trade or business and includes any
federation of two or more trade unions

Why do employees join Trade Unions?

To protect themselves against exploitation by management
By force
Dissatisfaction
Lack of Power
Union Instrumentality

ROLE OF CONSTRUCTIVE AND POSITIVE UNION

Unions have a crucial role to play in Industrial Relations. Unions have following broad role
or objectives as mentioned below.
 To redress the bargaining advantage of the individual worker vis-à-vis the individual
employer, by substituting joint or collective action for individual action.
 To secure improved terms and conditions of employment for its members and the
maximum degree of security to enjoy these terms and conditions.
 To obtain improved status for the worker in his work or her work
 To increase the extent to which unions can exercise democratic control over
decisions, which affect their interests by power sharing at the national, corporate
and plant levels.

The union power is exerted primarily at two levels. Industry level to establish joint
regulation on basic wages and hours with an employer’s association. Plant level, where the
shop stewards organizations exercise joint control over some aspects of the organization of
work and localized terms and conditions of employment.

Unions are party to national, local and plant level agreements, which govern their actions to
a greater or lesser extent, depending on their power and on local circumstances.

UNFAIR LABOR PRACTICES

Industrial Disputes Act 1947 specifies the following as unfair labor practices

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 To interfere, restrain, coerce workmen in the exercise of their right to organize,

form, join or assist a trade union.
 Threatening workmen with discharge or dismissal
 Threatening of lockout or closure
 Granting wage increases to undermine trade union efforts
 To dominate, interfere with or support financially or socially by taking active interest
in forming own trade union, and
 Showing partiality or granting favor to one of several trade unions to a non-
recognized trade union
 To establish employer sponsored trade unions
 To encourage or discourage memberships in any trade union by discriminating
workman by punishing or discharging, changing seniority ratings, refuse promotions,
giving unmerited promotions, discharging union office bearers
 To discharge or dismiss workmen by victimizing, not in good faith, implicating in
criminal case, for patently false reasons
 To abolish work of a regular nature
 To transfer workmen
 To show favoritism or partiality
 To replace workers
 To recruit workmen during legal strikes
 To indulge in acts of violence or force
 To refuse collective bargaining
 Proposing and continuing lockouts

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Downloaded by Shivam Sarkar ([email protected])