1. PERFORMANCE APPRAISAL 2. GREIVANCE 3. DISCIPLINE 4. RECURITMENT 5. SELECTION 6. CAREER PLANNING AND DEVELOPMENT 7. EMPLOYEE TRAINING 8. COLLECTIVE BARGAINING 9.

INDUSTRIAL CONFLICTS 10. PROMOTION TRANSFER DEMOTION 11. PARTICIPATIVE MANAGEMENT

PERFORMANCE APPRAISAL
MEANING OF PERFORMANCE APPRAISAL performance appraisal may be understood as t e assessment of indi!idual"s performance in a systematic #ay$ t e performance bein% measured a%ainst factors suc as &ob 'no#led%e$ (uality and (uantity output$ initiati!e$ leaders ip abilities$ super!ision$ dependability$ co)operation$ &ud%ment$ !ersatility$ ealt and t e li'e* Assessment s ould be confined to past performance alone* Potentials of t e employee for future performance must also be assessed* Performance appraisal is a met od of e!aluatin% t e be a!ior of employees in t e #or' spot$ normally includin% bot t e (uantitati!e and (ualitati!e aspect of &ob performance* Performances ere refer to t e de%ree of accomplis ment of t e tas's t at ma'e up an indi!idual"s &ob* It indicates o# #ell an indi!idual is fulfillin% t e &ob demands* Often t e term is confused #it effort$ but performance is al#ays measured in terms of result and not efforts* A formal definition of performance appraisal is +it is t e systematic e!aluation of t e indi!idual #it respect to is or er performance on t e &ob and is or er potential for de!elopment*,

FEA-.RES OF PERFORMANCE APPRAISAL Performance appraisal is t e systematic description of an employee"s &ob rele!ant stren%t s and #ea'nesses* - e basic purpose is to find out o# #ell t e employee is performin% t e &ob and establis a plan of impro!ement* Appraisals are arran%ed periodically accordin% to a definite plan* Performance appraisal is not &ob e!aluation* It refers to o# #ell someone is doin% t e assi%ned &ob* /ob e!aluation determines o# muc a &ob is #ort to t e or%ani0ation and t ere for$ # at ran%e of pay s ould be assi%ned to t e &ob*

Performance appraisal is a continuous process in e!ery lar%e scale or%ani0ation*

PROCESS OF PERFORMANCE APPRAISAL Performance appraisal is planned$ de!eloped and implemented t rou% a series of steps1 ES-A4LIS5ING PERFORMANCE S-AN6AR6

CONN.NICA-ION OF PERFORMANCE S-AN6AR6S

MEAS.REMEN- OF AC-.AL PERFORMANCE

COMPARISON OF AC-.AL PERFORMANCE 7I-5 -5E S-AN6AR6S

FOLLO7 .P AC-IONS 23 Establis Performance Standards* Appraisal systems re(uire performance standards$ # ic ser!e as benc mar's a%ainst # ic performance is measured* In order to be useful$ standards s ould relate to t e desired results of eac &ob* Appraisals must a!e a clear) cut criteria* Performance standards must be bot to t e appraiser and t e appraise* - e performance standards of %oals must be de!eloped after a t orou% analysis of t e &ob* Goals must be #ritten do#n* - ey must be measurable #it in certain time and cost considerations*

83 Communicate t e Standards* Performance appraisal in!ol!es attract t#o parties9 t e appraiser # o does t e appraisal and t e appraise # ose performance is bein% e!aluated* 4ot are e:pected to do certain t in%s* - e appraiser s ould prepare &ob descriptions clearly$ elp appraise set is %oals and tar%ets9 analysis results ob&ecti!ely9 offer coac in% and %uidance to appraise # ene!er re(uired and re#ard %ood results* - e appraiser s ould be !ery clear about # at e is doin% and # y e is doin%* For t is purpose$ t e performance standards must be communicated to appraise and t eir reactions are noted initially* - ese standards must be re!ised or modified as and # en re(uired* ;3 Measure Actual Performance* After t e performance standards are set and accepted$ t e ne:t step is to measure actual performance* - is re(uires t e use of dependable performance measures$ t e ratin%s used to e!aluate performance* Performance measures in order to be elpful must be easy to use$ reliable and report on t e critical be a!iors t at determine performance* Generally$ mana%ers re%ardin% o# to measure actual performance use four common sources of information1 personal obser!ation$ statistical reports$ oral reports and #ritten reports* <3 Compare Actual Performance #it Standards and 6iscuss t e Appraisal* Actual performance may be better t an e:pected and sometimes it may e!en %o off t e trac'* - e assessment of anot er person=s contribution and ability is not an easy tas'* It as serious emotional o!ertones as it affects t e self)esteem of t e appraise* Any appraisal as'ed on sub&ecti!e criteria is li'ely to be (uestioned by t e appraisers and lea!e im (uite de&ected and un appy # en t e appraisal turns out to be ne%ati!e*

>3 -a'in% Correcti!e Action$ if Necessary* Correcti!e action is of t#o types1 - e one$ # ic puts out t e fires immediately and t e ot er one$ # ic stri'es at e root of t e problems permanently* Immediate action sets t in%s ri% t and %et t in%s bac' or trac'$ # ereas t e basic correcti!e action %ets to t e source of de!iations and seems to ad&ust t e difference permanently* 4asic correcti!e step see' to find out o# and # y performance de!iate*

ME-5O6S OF PERFORMANCE APPRAISAL1 Met ods of Performance Appraisal

A3 -raditional Met ods Confidential report Ran'in% Grap ical ratin% scale C ec'lists Forced distribution Critical incidents Essay e!aluation Group appraisals

43 Modern Met ods 2* 5uman resource accountin% 8* mana%ement by ob&ecti!e ;* Assessment centre <* 4ARS? 4e a!iorally anc ored ratin% scale 3

-raditional met ods1 Confidential report met od It is mostly used in %o!ernment or%ani0ations* It is a descripti!e report %enerally prepared at t e end of t e year$ by t e employee"s immediate superior* - e report i% li% ts t e stren%t s$ #ea'nesses$ ma&or mista'es$ merits$ %ood #or' done etc* of t e subordinate* - e impression of t e superior about t e superior is merely recorded ere* It does not offer any feedbac' to appraise* It is a narrati!e met od of performance appraisal since t e report is not made public and ence no freedom is a!ailable$ t e sub&ecti!e analysis of t e superior is li'ely to be otly contested* Ran'in% met od - is is relati!ely easy met od of performance e!aluation* In it$ t e ran'in% of an employee in a #or' %roup is a%ainst t at of anot er employee* - e relati!e position of eac employee is tested in terms of is or er numerical ran'$ for e:ample$ # en t ere are fi!e employees ?A$4$C$6$E3 to be compared$ t en A"s performance is compared #it t at of 4"s and decision is arri!ed at as to # ose is t e better or #orst* Ne:t$ 4 is

also compares #it all ot ers* Since A is already compared #it 4$ t is time 4 is to be compared #it only C$ 6$ and E In t is e!aluation is as'ed to rate t e employees from i% est to lo#est on some o!erall criterion* It is easier to ran' t e best and t e #orst employee$ it is !ery difficult to ran' t e a!era%e employees* Grap ical ratin% scale It is t e oldest and t e most commonly used met od of performance in t is$ a printed form is used to e!aluate t e performance of an employee* Four to t#el!e factors are selected$ dependin% upon t e cate%ory to # ic t e employee belon%s* Some of t ese factors are (uantity of out put$ (uality of out put$ initiati!e$ inte%rity$ dependability etc* t ese factors and t eir de%rees are mar'ed on a %rap paper pro!ided in t e form* - e rater as merely to c ec' on t e scale # ere e t in's t e employee belon%s* C ec'lists and #ei% ted c ec'lists - e c ec'list is a simple ratin% tec ni(ue in # ic t e super!isor is %i!en a list of statement or #orld and as' to c ec' statement representin% t e c aracteristic and performance of eac employee a c ec'list represents a set of ob&ecti!e statement about t e employee and is be a!ior* A more recent !ariation of t e c ec'list is #ei% ted list* .nder t is t e !alue of eac (uestion may be #ei% ted more ea!ily t an ot ers* - e follo#in% are sample (uestions in t e c ec'list1 ) Is t e employee is really interested in t e tas' assi%ned@ ) Is e respected of is collea%ues@ ) 6oes e follo# instructions properly@ ) 6oes e %i!e respect to is superiors@ ) 6oes e ma'e mista'es fre(uently@ AesB No AesB No AesB No AesB No AesB No

A ratin% score from t e c ec'list elps t e mana%er in e!aluation of t e performance of t e employee* Forced distribution met od It #as de!eloped to eliminate t e bias and t e preponderance of i% ratin%s t at mi% t occur in some or%ani0ations* Its primary purpose is t e correct tendency of t e

rates to %i!e consistently i% and lo# ratin%s to all employees* - is met od ma'es t ose of se!eral sets of pair p ases$ t#o of # ic are positi!e and t#o of t em are ne%ati!e and t e rates is as'ed to indicate # ic of t e four p rase is t e most or least descripti!e of a particular employee* Actually t e statement items are %rounded in suc a #ay t at t e rater cannot # ic statement applies to t e most effecti!e employee* - e fa!orable (ualities earn a plus credit and t e unfa!orable ones earn t e se!erest* In t is t e o!erall ob&ecti!ity is increased in t e employee"s performance because t e rater does not 'no# o# i% or lo# e is e!aluatin% t e indi!idual$ as e as no access to t e storin% 'ey* Critical incident met od - e mana%er prepares test of statements of e!ery effecti!e and ineffecti!e be a!ior of an employee* - ese critical incidents or e!ents represent t e outstandin% poor be a!ior of t e employees* - e mana%er prepares records of t e critical incidents of t e #or'er"s be a!ior* At t e end of t e ratin% period$ t e recorded critical incidents are used in t e e!aluation of t e #or'ers" performance* Essay Appraisal .nder t is met od t e rater is as'ed to e:press t e stron% as #ell as t e #ea' points of t e employee"s be a!ior* - is tec ni(ue is normally used #it a combination of t e %rap ical ratin% scale because t e rater an elaborately present t e scale by sustainin% an e:planation for is ratin%* In it$ t e rater considers t e follo#in% factors1 /ob 'no#led%e and potential of t e employee* Employees understandin% about t e company"s pro%rammes$ policies$ ob&ecti!e$ etc* - e employees %eneral plannin%$ or%ani0in% and controllin% ability* - e employee"s relation #it t e co)#or'ers and superiors* - e attitude and perceptions of t e #or'er$ in %eneral* Group appraisal In t is met od an employee is appraised by a %roup of appraisers* - is %roup consists of t e immediate super!isor of t e employee$ ot er super!isors # o a!e close contact #it employee"s #or'$ mana%er or ead of department or consultant* - e ead of department or mana%er may be t e c airman of t e %roup and t e super!isor may act as t e coordinate for t e %roup acti!ities* - e immediate super!isor enli% ten

ot er members about t e &ob c aracteristics$ demand$ standards or performance etc* t en t e %roup appraise t e performance of t e employee$ compares t e performance #it t e standards$ finds out t e de!iation$ discusses t e reasons$ t erefore su%%ests #ays for impro!ement of performance$ prepares an action plan$ studies t e need for c an%e in t e &ob analysis and standards and recommends c an%es$ if necessary* - is met od eliminates +personal bias, to a lar%e e:tent$ as performance is e!aluated by multiple rates* 5o#e!er$ it is !ery time consumin% process*

43 Modern Met ods1 5uman resource accountin% 5RA is a sop isticated #ay to measure in financial terms t e effecti!eness of t e personal mana%er acti!ities and t e use of people in an or%ani0ation* It is process of accountin% people as an or%ani0ation resource* It tries to place a !alue on t e or%ani0ational uman resources as assets and not as e:penses* - is met od s o#s t e in!estment t e or%ani0ation ma'es in t e people and o# t e !alue of t ese people c an%e o!er a time* - e ac(uisition of employee is compared #it t e replacement cost from time to time* In brief$ in t is met od t e employees" performance is e!aluated in terms of costs and contributions of employees* Mana%ement by ob&ecti!es It is t e modern met od of e!aluatin% t e performance of personnel* Mana%ers a!e become increasin%ly a#are t at t e traditional performance e!aluation systems are c aracteri0ed by facin% %oals* - e concept of M4O is actually t e outcome t e pioneerin% #or' of 6ruc'er$ Mc%re%er and Odioine in mana%ement science* M4O can be described as t e process # ereby t e superior and subordinate mana%er of an or%ani0ation &ointly identify its common %oals$ eac indi!idual"s areas of operations$ responsibility in terms of results e:pected of im and use t ese measures as a %uide for operatin% t e unit and assessin% t e contributions of eac of its members* M4O t us represents more t an an e!aluation process* - e M4O can be described in four steps1 - e first step is to establis t e %oals eac subordinate is to attain* - e %oals typically refer to t e desired outcome to be ac ie!ed* - e %oals can be t en used to e!aluate t e employee performance

- e second step in!ol!es settin% of t e performance standard fro t e subordinates in a pre!iously arran%ed time period* In t e t ird step$ t e actual le!el of %oal attainment is compared #it t e %oals a%reed upon* - e e!aluator e:plores t e reasons or t e %oals t at #ere not met and t e %oals t at #ere e:ceeded* - is step elps to determine t e trainin% needs* It also alerts t e superior of t e conditions t at may affect but o!er # ic t e subordinate as no control* - e final step in!ol!es establis in% ne# %oals and$ possibly$ ne# strate%ies for %oals t at pre!iously not attained* At t is point$ subordinate and superior in!ol!ement in t e %oal settin% may c an%e* Subordinates # o successi!ely reac t e establis ed %oals may be allo#ed to participate more in t e %oal settin% process t e ne:t time* - e process is repeated* Assessment center In t is approac indi!iduals from !arious departments are brou% t to%et er to spend t#o or t ree days #or'in% on an indi!idual or a %roup assi%nment similar to t e ones t ey #ould be andlin% # en promoted* Obser!ers ran' t e performance of eac and e!ery participant in order to merit since assessment centers are basically meant for e!aluatin% t e potential of candidates to be considered for promotion$ trainin% on de!elopment$ t ey offer an e:cellent means for conductin% e!aluation process in an ob&ecti!e #ay* All assesses %et an e(ual opportunity to s o# t eir talents and capabilities based on merit* 4e a!iorally anc ored ratin% scale - is met od is also 'no#n as be a!ioral e:pectation scale* - is met od represent e latest inno!ation in t e performance appraisal* It is t e combination of t e ratin% scale and critical incident tec ni(ues of employee performance e!aluation* - e critical incidents ser!e as t e anc or statement on a scale and t e ratin% form usually contains si: to ei% t specifically defined performance dimensions*

;CDE PERFORMANCE APPRAISAL - e appraisal may be any person # o as t orou% 'no#led%e about t e &ob contents$ contents to be appraised$ standards of contents and # o obser!es t e employee=s by performin% a &ob* - e appraisal s ould be capable of determinin% # at is more important and # at is relati!ely less important* 5e s ould prepare reports and made &ud%ments #it out bias* -ypical appraisals are super!isors$ peers* Subordinates$ employees t emsel!es$ user of ser!ice and consultants* Performance Appraisal by all t ese parties is called ;CDE Performance Appraisal* Super!isors Super!isors include superiors of t e employee$ ot er superiors a!in% 'no#led%e about t e #or' of t e employee and department ead or mana%er* General practice is t at immediate superior appraises t e performance$ # ic in turn is re!ie#ed by t e departmental eadB mana%ers* - is is because superiors are responsible free mana%in% t eir subordinates and t ey a!e t e opportunity to obser!e$ direct and control t e subordinate continuously* Moreo!er$ t ey are accountable for t e successful performance of t eir subordinates* Sometimes ot er super!isors$ # o contact #it information* Peers Peer appraisal may be reliable of t e #or'%roup is stable o!er a reasonably lon% period of time and performs tas's t at re(uire interaction* Subordinates employee #or' also appraise #it a!e close a !ie# to pro!ide additional

In de!eloped countries$ t e concept of c an%e superiors rated by subordinates in bein% used in most or%ani0ations* Suc a met od can be useful pro!ided t e relations ips bet#een superiors and subordinates art cordial* Subordinate=s ratin%s in suc cases can be (uite useful in identifyin% competent superiors* Self)Appraisal If indi!iduals understand t e ob&ecti!es t ey are e:pected to ac ie!e and t e standards by # ic t ey are to be e!aluated$ t ey are to a %reat e:tent in t e best position to appraise t eir o#n performance* Also$ since employee de!elopment means self) de!elopment$ employees # o appraise t eir o#n performance may become i% ly moti!ated* .sers of Ser!icesBCustomers - e customers on users of ser!ices can$ better &ud%e employee performance in ser!ice or%ani0ations relatin% to be a!iors$ promptness$ speed in doin% t e &ob and accuracy* E:ample$ students better &ud%e a teac er"s performance* Consultants Sometimes consultants may be en%a%ed for appraisal # en employees or employers do not trust t e super!isory appraisal and mana%ement does not trust t e self)appraisal and t e appraisal done by subordinates* In suc situation$ t e consultants are trained and t ey obser!e t e employee at #or' for sufficiently lon% periods for t e purpose of appraisal* 7 en to appraise@ Informal appraisals are conducted # ene!er t e super!isor or personnel mana%er feel it necessary* 5o#e!er$ systematic appraisals are conducted on a re%ular basis9 say for e:ample$ e!ery si: mont or annually*

P.RPOSES OF PERFORMANCE APPRAISAL -o create and maintain a satisfactory le!el of performance* -o contribute to t e employee %ro#t and de!elopment t ou% t trainin%$ self and mana%ement de!elopment pro%rammes* -o elp t e superior to a!e a proper understandin% about t eir subordinates* -o %uide t e &ob c an%es #it elp to continuous ran'in%* -o facilitate fair and e(uitable compensation based on performance* -o pro!ide information for ma'in% decision re%ardin% lay off$ retrenc ment etc*

REF.IREMEN-S OF A GOO6 APPRAISAL SAS-EM1 It must be easily understandable1 If t e system is too muc comple: or to time consumin%$ it may be anc ored to t e %round by its o#n dead #ei% t of complicated forms # ic nobody but t e e:perts understand* It musty as support of all line people # o administer it1 If t e line people t in' t at t ere role is not !ery important t en t ey #ill not consider t e system seriously* Similarly$ if t e people find t at t e system is too t eoretical$ too ambitious$ or t at as been foisted on t em by t e i!ory)to#er staff consultants # o a!e no compre ension of t e demand t en t ey #ill recent it* - e system s ould be sufficiently %rounded in t e re(uirement of t e or%ani0ation1 It s ould reflect t e !alue system of t e or%ani0ation* In fact functionin% as a definition of performance$ it s ould tell e employee # at set of acti!ities or # at (ualities are considered desirable by t e or%ani0ation* As suc it s ould a!e lin'a%e #it t e &ob description* - e system s ould be bot !alid and reliable1 - e !alidity of t e ratin%s is t e de%ree to # ic t ey are truly indicati!e of t e intrinsic merit of t e employees* - e reliability of t e ratin%s is t e consistency #it # ic t e ratin%s are made$ eit er by different sectors$ one by one rater at different times* 4ot !alidity and reliability result from ob&ecti!ity* - e appraisal system of many or%ani0ations lac's t is ob&ecti!ity and bunc es all employees into one or t#o

top ran's #it out ta'in% into account t eir merits* - is raises outstandin% performances but also raises doubts about t e !alidity of t e system* - e system s ould a!e built)in incenti!e1 - is means t at t e re#ard s ould follo# satisfactory performance* Many aut ors o#e!er$ ad!ocate a%ainst t e direct lin'a%e bet#een t e appraisal and re#ards* In t eir opinion$ suc a connection t rottles do#n#ard communication of performance appraisal because superiors do not li'e bein% (uestioned by dis%runtled subordinates* - e system s ould be open and participati!e1 It s ould in!ol!e employees in %oal)settin% process* - is performance better* - e systems s ould focus more on t e de!elopment and %ro#t 1 Of t e employee t an on %eneratin% data for administrati!e decision ma'in% related to promotions$ increments$ etc* t e system must elp in identifyin% employee"s stren%t s and #ea'nesses and indicate correcti!e actions* For e:ample it may re!eal t at %oals need to be modified on9 t ere is need for classification of duties or for additional trainin% or &ob rotation or &ob enric ment* elps in plannin%

GREIVANCE
1! MEANING" DEFINITION # - e concept GGrie!ance" as been defined in se!eral #ays by different aut orities some of t e definition are follo#s1 4eac defines a %rie!ance as +any dissatisfaction or feelin% of in&ustice in connection #it one"s employment situation t at is brou% t to t e notice of t e mana%ement,$ # ere as Flippo indicate t e %rie!ance as +a type of discontent # ic must al#ays be e:pressed A %rie!ance is usually more formal in c aracter t an a complaint* It can be !alid or ridiculous$ and must %ro# out of somet in% connected #it company operations or policy* It must in!ol!e interpretation or application of t e pro!ision of t e labour contract*, /ucius defines a %rie!ance as +any discontent or dissatisfaction$ # et er e:posed or not$ # et er !alid or not$ arisin% out of anyt in% connected #it company # ic an employee t in's$ belie!es or e!en feels to be unfair$ un&ust or ine(uitable*, A %rie!ance is more t an li'ely a !iolation of an employee=s ri% ts on t e &ob$ a ri% t t at is usually$ but not al#ays defined by t e contract* In seein% a %rie!ance in t is #ay$ #e can understand better t at t e best place to loo' for a #ay to defend t e member is in t e lan%ua%e of t e contract* So for all practical purposes$ e!ery union officer must %o bac' to t e contract first # en a member comes in #it a complaint or a problem* - e contract pro!ides us #it t e stron%est ammunition in resol!in% t e issue for our member* Is t e contract t e only means to resol!e member=s %rie!ances@ Of course not* 4ut it is probably t e stron%est le% you a!e to stand on* Lastly$ t ere are many %rie!ances t at fall into a lar%e cate%ory # ic #e say are discipline)related* - e union can c allen%e certain rules or t eir application* 7e may ar%ue t at a member is bein% disciplined #it out H&ust causeH or e or s e is sufferin% from disparate treatment* - e t#o e:pressions are simply an arbitrator=s or la#yer=s #ay of sayin% t e member is bein% disciplined unfairly* So t e best ad!ice t at can be offered in andlin% a member=s problem is to c ec' t e contract first* If t ere is any reasonable #ay of dealin% #it t e issue as a

contract !iolation$ you ou% t to use it* Aou and your local union are only limited by t e contract$ t e s'ills of t e %rie!ance representati!es$ and t e po#er of t e local union* NEED FOR A GRIEVANCE PROCEDURE Grie!ance procedure is necessary for any or%ani0ation due to t e follo#in% reason1 Most %rie!ances seriously disturb t e employees* - is may affect t eir moral$ producti!ity and t eir #illin%ness to cooperate #it t e or%ani0ation* If an e:plosi!e situation de!elops$ t is can be promptly attended to if %rie!ance andlin% procedure is already in e:istence* It is not possible t at all t e complaints of t e employees #ould be settled by first) time super!isors$ for t ese super!isor may not a!e ad a proper trainin% for t e purpose$ and t ey may lac' aut ority* Moreo!er$ t ere may be personality conflicts and ot er cause as #ell* It ser!es as a c ec' on t e arbitrary action of t e mana%ement because super!isors 'no# t at employees are li'ely to see to it t at t eir protest dose reac t e i% er mana%ement* It ser!es as an outlet for employees %ripes$ discontent and frustrations* It acts li'e a pressure !alue on a steam boiler* - e employees are entitled to le%islati!e$ e:ecuti!e and &udicial protection and t ey %et t is protection from t e %rie!ance redressal procedure$ # ic also acts as a means of up#ard communication*

2!CONSIDERS GOOD PRACTICE IN $ANDLING DISCIPLINARY AND GRIEVANCE ISSUES # endorses t e ACAS Code of Practice2 for andlin% disciplinary and %rie!ance issues summari0es t e statutory procedures # ic came into force in October 8DD< includes t e CIP6 !ie#point* S%&&'()

A summary of issues # ic can be addressed t rou% t e 4asic Grie!ance Procedure include$ but are not limited to$ t e follo#in%1 All alle%ations of discrimination9 alle%ations of non)compliance #it t e Personnel Rules9 impro!ement of systems$ practices or procedures9 safety9 ealt 9 #or'in% conditions9 materials or e(uipment9 super!isory practices or procedures considered improper or unfair9 disciplinary actions suc as suspensions of <D ours or less$ reprimands or memos of concern9 or any ot er matters sub&ect to t e aut ority of t e A6OA 6irector and for # ic no ot er met od of redress is pro!ided or pro ibited in t e Personnel Rules* R*+,(-.,-/0+ An employee may not submit a %rie!ance c allen%in% t e follo#in% mana%ement ri% ts$ but may submit a %rie!ance concernin% t e manner of t eir administration$ insofar as t ese personally affect t e employee1 - e a%ency=s ri% t to direct its employees9 to ire$ promote$ transfer$ assi%n$ and retain employees9 and$ to maintain efficiency of %o!ernment operations$ and to determine t e met ods$ means$ and personnel by # ic t ese operations are to be conducted* An employee may submit a %rie!ance concernin% a specific performance factor ratin% by utili0in% t e EPAS Grie!ance Procedure* An employee may not submit a %rie!ance concernin% t e receipt of a performance decrease$ t e non)receipt of a performance increase or special performance a#ard$ t e amount of any increase or decrease$ or t e use of any &ob)related supplemental ratin% factors to determine t e receipt or amount of an increase$ decrease$ or special performance a#ard* An employee may submit a %rie!ance usin% t e 4asic Grie!ance Procedure #it in 2D days of receipt of a plannin% EPAS or #it in 2D days of failin% to recei!e$ after #ritten re(uest$ a plannin% document* N/01A223-.'43* M',,*(+ A summary of issues # ic cannot be addressed t rou% eit er t e 4asic or t e EPAS Grie!ance Procedure$ include$ but are not limited to$ t e follo#in%1 Retirement issues9 life insurance or ealt insurance issues9 suspension for more t an <D #or'in% ours$ demotion$ or dismissal resultin% from disciplinary action9 any e:amination$ certification or appointment9 any classification action9 and any reduction in force

action and matters not sub&ect to t e 6epartment of Administration control* Ot er a!enues e:ist to see' redress or remedy in!ol!in% t ese actions* A&*05&*0,+ Once a %rie!ance is referred to any step beyond t e immediate super!isor$ it may not be amended* If additional documentation is submitted by t e %rie!ant after t e initiation of t e %rie!ance$ t e re!ie#in% official may remand t e %rie!ance to t e appropriate pre!ious le!el for reconsideration* It is t e employee=s responsibility to pro!ide documentation to support t e alle%ations raised in t e %rie!ance* C/06-5*0,-'3-,) '05 U+* /6 O66-.-'3 A%,7/(-,) - e preparation$ submittal$ re!ie# and response to a %rie!ance are confidential* Correspondence re%ardin% a %rie!ance s ould be andled in a confidential manner$ and en!elopes containin% %rie!ance material s ould be clearly labeled Hconfidential*H No reference to t e complaint s all be included in t e employee=s official personnel file* Copies of #ritten responses sent at eac step of t e procedure are limited to respondents at t e precedin% steps$ t e a%ency ead or t e a%ency ead=s desi%nee unless it is necessary to notify additional personnel because t e response re(uires anot er indi!idual to ta'e some action* No person s all directly or indirectly use any official aut ority or influence in any manner to discoura%e t e use of t is procedure* Any person found %uilty may be sub&ect to penalty under A6OA Personnel Rule R8)>)>D2* R*2(*+*0,',-/0 At any step of t e %rie!ance procedure after t e mandatory pre)%rie!ance oral discussion ?see belo#3$ %rie!ant may select one representati!e to pro!ide ad!ice andBor spea' for t e %rie!ant at any meetin%s determined necessary by mana%ement in t e course of t e %rie!ance process* An A6OA employee # o ser!es as a representati!e is re(uired to re(uest and obtain prior appro!al for annual or compensatory lea!e for any time de!oted as a representati!e durin% re%ular #or'in%

ours* If a representati!e is c osen$ t e representati!e s all be identified on t e %rie!ance form G(/%2 G(-*8'0.* S ould a %roup of employees file a %rie!ance$ all employees of t e %roup are re(uired to si%n t e %rie!ance and to clearly desi%nate$ on t e %rie!ance form$ one member # o #ill act as t e %roup=s contact person* - e contact person #ill act as a spea'er for t e %roup in any meetin%s determined necessary by mana%ement* P(*2'(',-/0 T-&* 6urin% t e entire formal %rie!ance process ?after t e oral discussion at Step I3$ employees are allo#ed up to four ours #it pay to prepare t e %rie!ance andBor confer #it t eir official representati!e on t e %rie!ance* Employees cannot use state e(uipment for t is process* Employees must re(uest and obtain prior super!isory appro!al for time off$ # ic #ill be sub&ect to t e operational needs of t e unit* - e time an employee de!otes to attendin% any meetin%s sc eduled by mana%ement to discuss t e %rie!ance is considered #or' time and is not included in t e four) our limitation specified abo!e* E9,*0+-/0+ - e A6OA Personnel Rules re(uire t at t e a%ency ead respond to a %rie!ant not later t an <D #or'in% days after receipt of t e %rie!ance at t e first step* 7it in t e <D #or'in% days re(uirement$ t e time at any step may be e:tended by t e a%ency ead #it concurrence of t e %rie!ant* If at any step t e response is not made #it in t e prescribed time and no e:tension as been a%reed upon$ t e employee may submit to t e ne:t step* M'05',/() O('3 D-+.%++-/0 In accordance #it Personnel Rule R8)>)ID8*A*2$ t e employee is REF.IRE6 to a!e an oral discussion #it t e immediate super!isor prior to initiatin% a formal

%rie!ance* - e employee must clearly state to t e super!isor t e employee=s intentions of filin% a formal %rie!ance$ t e issues in!ol!ed$ and t e re(uested resolution* - e purpose of t e meetin% is for bot parties to e:plore t e issues and t e re(uested resolution* If t e employee fails to ta'e t is step$ t e %rie!ance 7ILL NObe accepted t rou% t e formal %rie!ance procedure* It is t e employee=s responsibility to remember t at t e Step I %rie!ance must be submitted #it in 2D #or'in% days after t e occurrence of t e action bein% %rie!ed$ and t at t ese 2D days are not e:tended by t e date on # ic t e oral discussion ta'es place* - e employee may select a representati!e at any step after t e oral discussion #it t e super!isor* P(/.*5%(*+ 7 en an employee #ants to submit a basic %rie!ance$ t e employee must1 .se t e appropriate form9 state t e problem and outline all of t e specific facts$ circumstances and issues in!ol!ed9 pro!ide all t e appropriate documentation to support t e alle%ations9 state t e specific resolution # ic is sou% t9 of a Personnel Rule !iolation is alle%ed$ t e specific rule alle%ed to a!e been !iolated must be stated as #ell as an e:planation of o# t e rule #as !iolated9 and$ t e employee must si%n t e %rie!ance at eac step and state # y t e response at t e pre!ious le!el #as not satisfactory* - e employee must also meet t e mandatory oral discussion re(uirement prior to submittin% t e complaint and ad ere to t e re(uired time limitation for submittin% a %rie!ance* S,*2 I - e Step I respondin% aut ority is t e employee=s immediate super!isor* - e time limit for submittin% t e %rie!ance is 2D #or'in% days from t e date of t e action bein% %rie!ed* If a suspension is bein% %rie!ed$ t e date of t e action is considered to be t e first day of t e suspension* - e date t e action occurred is not counted # en determinin%

3!:$Y

ARE

DISCIPLINARY

AND

GRIEVANCE

PROCEDURES

NECESSARY;

6isciplinary and %rie!ance procedures pro!ide a clear and transparent frame#or' to deal #it difficulties # ic may arise as part of t eir #or'in% relations ip from eit er t e employer=s or employee=s perspecti!e* - ey are necessary to ensure t at e!erybody is treated in t e same #ay in similar circumstances$ to ensure issues are dealt #it fairly and reasonably and t at t ey are compliant #it current le%islation* 6isciplinary procedures are needed1 So employees 'no# # at is e:pected of t em in terms of standards of performance or conduct ?and t e li'ely conse(uences of continued failure to meet t ese standards3* -o identify obstacles to indi!iduals ac ie!in% t e re(uired standards ?e*%* trainin% needs$ lac' of clarity of &ob re(uirements$ additional support needed3 and ta'e appropriate action* As an opportunity to a%ree suitable %oals and timescales for impro!ement in an indi!idual=s performance or conduct* As a point of reference for an employment tribunal s ould someone ma'e a complaint about t e #ay t ey a!e been dismissed G(-*8'0.* 2(/.*5%(*+ '(* 0**5*5# -o pro!ide indi!iduals #it a course of action s ould t ey a!e a complaint ?# ic t ey are unable to resol!e t rou% re%ular communication #it t eir line mana%er3* -o pro!ide points of contact and timescales to resol!e issues of concern* T7* 3*<'3 2/+-,-/0 Most of t e pro!isions %o!ernin% discipline and %rie!ances at #or' are to be found in t e Employment Act 8DD8 and t e detailed re%ulations made to implement t e pro!isions of t at Act namely t e Employment Act 8DD8 ?6ispute Resolution3 Re%ulations Some important e:amples include t e1 Employment Ri% ts Act 2JJC as amended Employment Ri% ts 6ispute Resolution Act 2JJK 8DD< ?SI8DD<BI>83* Numerous ot er pieces of le%islation cross refer to discipline and %rie!ance issues*

Employment Relations Act 2JJJ* - e statutory disciplinary$ dismissal and %rie!ance procedures From 2 October 8DD<$ t e Employment Act 8DD8 made it a le%al re(uirement for all or%ani0ations to follo# minimum disciplinary$ dismissal and %rie!ance procedures in certain circumstances* - ese statutory procedures amount to a minimum standard t at must be follo#ed by all employers and employees*

T7* M'-0 F*',%(*+ O6 T7* P(/.*5%(*+ A(*# - ree step statutory disciplinary$ dismissal and %rie!ance procedures # ic must be follo#ed in most cases failure to follo# t e statutory procedures by t e employer prior to dismissal #ill render t at dismissal automatically unfair employers #ill pay a potential increase in compensation of bet#een 2D)>DL if t e procedures are not follo#ed by t e employer an employee may be pre!ented from presentin% some types of claim in t e employment tribunal if t ey a!e not follo#ed t e %rie!ance procedure first t e procedures are non)contractual until furt er notification by t e 6epartment of -rade and Industry unless an or%ani0ation c ooses to incorporate t e statutory minimum into t eir o#n contractual procedures* T7*(* '(* ,=/ +*,+ /6 2(/.*5%(*+# standard$ and modified* It is en!isa%ed t at t e standard procedure #ill be used in all but t e most e:ceptional circumstances* - ese procedures apply in a #ide ran%e of circumstances # ic are not limited to issues relatin% to t e capability or conduct of t e employee but$ for e:ample$ to dismissals # ic occur on t e e:piry of a fi:ed)term contract and in a smaller scale redundancies* - ere are some e:emptions to t e statutory procedures$ for e:ample if one party reasonably belie!es t ere is a si%nificant t reat$ arassment or it is not practical to %o t rou% t e procedures for reasons beyond t eir control$ or if t ere are issues of national detailed %uidance for employers* security* CIP6 endorses t is Code* - e ACAS Code of Practice Disciplinary and Grievance Procedures2 pro!ides CIP6 members can find out more on t e le%al aspects of t is topic from our FAF on in t e Employment La# at 7or' area of our #ebsite*

-op of Form G(-*8'0.* 2/3-.) '05 2('.,-.* It is essential t at %rie!ances from employees are treated in t e same fair manner* Failure to address %rie!ances lea!es employees #it Gresidual an%er" and can lead to %eneral unrest and disputes in t e #or'place* Employees must 'no# to # om t ey can turn in t e e!ent of a %rie!ance and t e support$ suc as counselin% or sources of ad!ice$ t at is a!ailable to t em* All line and senior mana%ers must be familiar #it t eir or%ani0ation"s %rie!ance procedure* - ere are a number of additional factors to bear in mind # en dealin% #it %rie!ances concernin% arassment* For furt er details see our fact s eet on $'053-0< <(-*8'0.*+ -06/(&'33) Indi!iduals s ould be encoura%ed to discuss ordinary$ day)to)day issues informally #it t eir line mana%er* - is elps concerns to be eard and responded to as soon as possible* 7 ere t is as been unsuccessful$ or circumstances ma'e t is route inappropriate for t e indi!idual$ t en matters s ould raised formally t rou% t e %rie!ance procedure* $'053-0< <(-*8'0.*+ 6/(&'33) Employees s ould also be a#are of t e formal route open to t em$ includin%1 t e t ree sta%es of t e statutory procedure and any furt er elements of t e or%ani0ation"s additional procedures #it # om to raise t e complaint and appropriate sources of support timescales #it in # ic t e or%ani0ation #ill see' to deal #it t e complaint details of t e sta%es of t e %rie!ance procedure e*%* o# a complaint may be raised #it t e ne:t le!el of mana%ement if a satisfactory resolution is not reac ed* An employee s ould be %i!en t e ri% t to be accompanied to %rie!ance earin%s by a collea%ue or trade union representati!e as e:plained abo!e* As in disciplinary matters$ record 'eepin% is important

4!GRIEVANCE PROCEDURE

PROCEDURES#

T$E

STANDARD

T$REE1STEP

Aour employer"s %rie!ance procedure may a!e more t an t ree steps$ but it must include t e follo#in%* 1. :(-,,*0 +,',*&*0, Aou must set out your %rie!ance in #ritin% ?often called a Gstep one letter"3* Aour employer"s %rie!ance procedure s ould say # o to send your letter to* If t at"s t e person causin% t e problem$ or if t ey"!e i%nored pre!ious complaints$ send it to t e 5R department or to t e person"s boss* 2. M**,-0<# Aour %rie!ance s ould be loo'ed into in a fair and unbiased #ay* Aour employer s ould in!ite you to a meetin% ?sometimes called a earin%3 to discuss t e problem$ and you s ould attend if you can* If t ere is someone else in!ol!ed$ t ey mi% t also be t ere ?but you s ould tell your employer if you are uncomfortable #it t is3*- e meetin% s ould be at a con!enient time for you and anyone else in!ol!ed* If you t in' you"!e not ad enou% time to prepare$ as' for more time* If your employer doesn"t a%ree ?and t ey don"t a!e to3$ you s ould %o to t e earin%$ but ma'e sure t at your lac' of preparation time is noted* Gat er your t ou% ts before t e meetin%* 6on"t be afraid to #rite do#n # at it is you #ant to say* - ere is not in% #ron% #it readin% t is out at t e meetin%* It is up to your employer # at format t e meetin% ta'es but t ey #ill normally %o t rou% t e issues t at a!e been raised and %i!e you t e opportunity to comment* - e main purpose of t e meetin% s ould be to try to establis t e facts and find a #ay to resol!e t e problem* - e Ad!isory$ Conciliation and Arbitration Ser!ice ?Aces3 a!e a code of practice # ic sets out o# your employer s ould carry out a %rie!ance procedure* If you as' your employer before and$ you a!e a le%al ri% t to ta'e a Gcompanion" ?# o is a collea%ue or trade union representati!e3 to t e meetin% #it you* If no collea%ue is #illin% to accompany you$ and you"re not a union member$ as' if you can brin% a family member or a Citi0en"s Ad!ice 4ureau #or'er ?but your employer does not a!e to a%ree to t is3* - e companion can present andBor sum up your case$ tal' on your be alf and confer #it you durin% t e earin%* - ey"re protected from unfair dismissal or ot er mistreatment for supportin% you* - e meetin% must be at a con!enient time for your companion* Aou can as' for a postponement of up to fi!e days if necessary to %et

your c osen companion t ere* Aou s ould be %i!en notes of t e meetin%$ and copies of any information %i!en by ot er people* .nless t ey need to in!esti%ate furt er$ your employer s ould tell you reasonably (uic'ly # at"s been decided$ and about your ri% t to appeal if you"re not satisfied* Aou mi% t be told of t e outcome !erbally at first but it #ill usually be confirmed in #ritin%* 3. A22*'3 &**,-0<# If you"re not satisfied #it t e decision$ or you t in' t e procedure follo#ed #as seriously fla#ed$ you a!e t e ri% t to an appeal* - is is usually eard by a i% er le!el of mana%ement* If t at isn"t possible$ your employer could as' an Aces mediator or ot er independent person to ear it* - e appeal earin% is similar to t e ori%inal meetin%$ and you a!e a ri% t to a companion$ as before* Aour employer s ould %i!e you enou% time to appeal* If t ey don"t$ ma'e your appeal any#ay$ and say t at you"ll pro!ide more information later* If you are considerin% ta'in% your issue to an Employment -ribunal you may #ant to appeal e!en if it seems pointless$ because a tribunal a#ard could be reduced if you don"t* If you can"t sort out t e dispute$ you can %et employer a%rees to it* elp t rou% mediation$ conciliation or arbitration$ if your

DISCIPLINE
1!INTRODUCTION# 6iscipline is re(uired for bot t e or%ani0ation and t e indi!idual* In t e

or%ani0ation it is needed to re%ulate t e be a!ior of people$ maintain peace and c annel t eir efforts to#ards or%ani0ational %oal* Sad to sate$ most people do not e:ercise self discipline and t is fact ma'es e:ternal control necessary for brinin% order #it in an or%ani0ation* CONCEPT

6iscipline is not a %lamorous term* It is !ie#ed #it fear and suspicion in or%ani0ation* - e multiple e:planation ad!anced by different e:pert in t e filed a!e only added to t e pre!ailin% confusion*

NEGAIVE DISCIPLINE -raditionally$ discipline is interpreted as a sort of c ec' or restraint on t e freedom of person* 6iscipline is used to t e act of imposin% penalties for #ron% be a!ior* If employees fail to obser!e rules$ t ey are punis ed* +6iscipline is t e force t at prompts an indi!idual or a %roup to obser!e t e rules$ re%ulations and procedures # ic are deemed to be necessary to t e attainment of an ob&ecti!e$, POSITIVE DISCIPLINE Employees comply #it rules not out fear of punis ment but out of an in erent desire to cooperate and ac ie!e %oals* 7 ere t e or%ani0ational climate is mar'et by t#o)#ay communication$ clear %oals$ effecti!e leaders ip$ ade(uate compensation employees need not be discipline in t e traditional #ay* Positi!e discipline$ accordin% to Sprie%el enables an employee$ +to a!e a %reater freedom in t at e en&oys a %reater de%ree of self)e:pression in stri!in% to ac ie!e t e ob&ecti!e$ # ic identifies as is o#n*, e

2!DIFFEREANCE BET:EEN POSITIVE > NEGATIVE DISCIPLINE # P/-0, C/0.*2, N*<',-8* D-+.-23-0* P/+-,-8* D-+.-23-0* is t e creation climate confirm of in to a an t e

It is ad erence to establis ed It fear of punis ment*

norms and re%ulation$ out of conducti!e #illin%ly

or%ani0ation so t at employees establis ed rules

C/063-.,

Employees do not percepti!e - ere is no conflict bet#een t e corporate %oals as t ere indi!idual and or%ani0ational

o#n* %oals* S%2*(8-+-/0 Re(uire intense super!isory Employees from %oin% off t e trac'* ob&ect i!ies*

e:ercise

self)

control to pre!ent employees control to meet or%ani0ational

3!SELF DISCIPLINE AND CONTROL# 4e a!ioral scientist !ie# discipline as a self) control to meet or%ani0ational ob&ecti!es* Me%%inson clarified t e term t us* +4y self) discipline e mans t e trainin% t at correct$ moulds and stren%t ens* It refers to one"s efforts at self control to certain needs and demands* - is form of discipline is raised on to psyc olo%ical principles* First$ punis ment seldom produce t e desired result* Often$ it produce undesirable result* Second$ a self) respectin% person tends to be a better #or'er t an one # o is not*,

4!PROGRESSIVE DISCIPLINE# - e concept o pro%ressi!e discipline states t at penalties must be appropriate to t e !iolation* If inappropriate be a!iour is minor in nature and as not pre!iously occurred an oral may be sufficient* If t e !iolation re(uires a #ritten #arnin%$ it must be done accordin% to a procedure* After #ritten #arnin%s$ if t e conduct of t e employees is still not alon% desired lines$ serious puniti!e steps could be initiated* In case of ma&or !iolations suc as ittin% a super!isor may &ustify t e termination of an employee immdiately* In order to assist a mana%er to reco%ni0e t e proper le!el of disciplinary action$ some firms a!e formali0ed t e procedure* 5!T$E RED $OT STOVE RULE#

7it out t e continual support of t e subordinate$ no mana%er can %et t in%s done* 4ut disciplinary action a%ainst a delin(uent employee is painful and %enerates resentment on is part* Accordin% to t e Red 5ot Sto!e rule disciplinary action s ould a!e follo#in% conse(uences1 A? B%(0+ -&&*5-',*3)# If disciplinary action is to be ta'en$ it must occur immediately so t e indi!idual #ill understand t e reason for it* 7it t e passa%e of time$ people a!e tendency to con!ince t emsel!es t at t ey are not fault* B? 2(/8-5*+ ='(0-0<# It is !ery important to pro!ide ad!ance #arnin% t at punis ment #ill follo# unacceptable be a!iour* As you mo!e closer to ot sto!e you are #arned by its eat t at #ill be burned* C? B%(0+ -&2*(+/0'33)# 6isciplinary action s ould be impersonal* - ere are no fa!orites # en t is approac is follo#ed* 6!@USTICAL APPROC$ TO DISCIPLINE# - e Industrial Employment Act #as passed in 2J<C #it a !ie# to impro!e t e industrial relation climate* - e Act re(uires t at all establis ment must define t e ser!ice rules and prepare standin% order* - e term Standin% order refers to t e rules and re%ulation # ic %o!erns t e condition of employment of #or'ers* - ey indicate duties and responsibility on t e part of bot t e employer and t e employees* - e standin% order contains rules relatin% to classification of employees$ #or'in% ours$ olidays$ s ift #or'in%$ attendance$ lea!e$ suspension$ stoppa%e of #or'$ redreassal of t ese terms and condition may lead to misconduct or indciplpine* 7!DISCIPLINARY ACTION# - ou% t ere is no ri%id and specific procedure for ta'in% disciplinary action$ t e disciplinary procedure follo#ed in Indian industries usually consist of t e follo#in% steps1 a* I++%-0< ,7* 3*,,*( /6 .7'(<*: 7 en a employee commits an act of misconduct t at re(uired disciplinary action$ t e employee concerned s ould be issue a c ar%e

s eet* C ar%es of misconduct or indiscipline s ould be clearly and precisely stated in t e c ar%e s eet* b* C/0+-5*(',-/0 /6 *923'0',-/01 On %ettin% t e ans#er for t e letter of c ar%e ser!ed$ t e e:planation furnis ed be consider and if it is a satisfactory$ no disciplinary action need be ta'en* On t e contrary # en t e mana%ement is not satisfied #it t e employees e:planation t ere is a need for ser!in% a s o#)cause notice* c* S7/=1.'%+* 0/,-.*1 S o#)cause notice is issued by t e mana%er # en e belie!es t at t ere is a sufficient prima facie e!idence of employees misconduct* En(uiry s ould also initiated by first ser!in% im a notice of en(uiry indicatin% clearly t e name of en(uirin% officer$ time$ date and place of en(uiry etc* d* $/35-0< /6 ' 6%33 63*5<* *0A%-() 1 - ese must be in conformity #it t e principle of natural &ustice$ t at is t e employee concerned must be %i!en an opportunity$ of bein% eard* 7 en t e process of en(uiry is o!er an findin%s of t e same are record$ t e en(uiry officer s ould su%%est t e nature of disciplinary action*

8!DISCIPLINARY POLICY AND PRACTICE#1 U+-0< ,7* 5-+.-23-0'() 2(/.*++ - ere are t#o main areas # ere t e disciplinary system is used1 capabilityBperformance and conduct* C'2'4-3-,)"2*(6/(&'0.* It is ine!itable t at at some sta%e all employers #ill encounter difficulties #it t e performance of t eir employees in t e #or'place ?t ese can stem from difficulties on t e part of t e or%ani0ation suc as insufficient trainin% and support$ or a lac' of leaders ip or inappropriate systems of #or'$ as #ell as t e indi!idual # o is stru%%lin% to fulfill t eir responsibilities3* It is %ood practice and also more efficient

t at suc issues are addressed informally$ as and # en t ey arise$ by mana%ers !ia discussions # ic clarify =# at %ood performance loo's li'e=$ %oal settin%$ support and timely positi!e feedbac' # ere appropriate* Only # en t ese options a!e been e: austed and # ere t ere is no alternati!e s ould mana%ers s ould enter a more formal disciplinary procedure* Situations # ere an indi!idual is unable to do t eir &ob because of ill) ealt also fall into t is cate%ory* In t ese instances an employee s ould be dealt #it sympat etically and offered support* 5o#e!er$ unacceptable le!els of absence could still result in t e employer ma'in% use of #arnin%s* C/05%., Employee misconduct could ran%e from continued lateness$ failure to follo# a reasonable mana%ement instruction$ abuse of t e or%ani0ation"s computer system or Internet access$ bullyin% be a!iour or creatin% a ostile #or' en!ironment$ t rou% to t eft$ fi% tin% and committin% criminal offences* - e more %ra!e offences may constitute %ross misconduct* In all cases$ e!en %ross misconduct$ an employer s ould attempt to follo# t e statutory procedures* Sta%es of t e process If disciplinary action is to be ta'en$ it s ould al#ays a!e t ree main sta%es1 1B L*,,*( 2B M**,-0< 3B A22*'3. - ere must al#ays be a full and fair in!esti%ation to determine t e facts and to decide if furt er action is necessary* R*./(51C**2-0< All records s ould be 'ept meticulously$ as t is #ill be !ital s ould a case be perused at an employment tribunal* Since t e burden of proof is on t e employer to s o# t at t e dismissal is not unfair or unreasonable$ 'eepin% records is !ital* -ype of records t at s ould be 'ept by employers is minutes of meetin%s$ attendance$ notes of telep one calls$ copies of correspondence etc*

$'05-0< 5-+.-23-0'() -0,*(8-*=+ All line mana%ers s ould be trained and supported so t at t ey are able to carry out disciplinary meetin%s #it t eir team* - e 5R department s ould be able to assist t em by pro!idin% a source of independent ad!ice on preparin% for and conductin% t e inter!ie#$ as #ell as s arin% 'no#led%e about similar cases in t e or%ani0ation and rele!ant le%islation* - e 'ey points to consider are1 Ensure you t e meetin%* Ma'e sure t e employee 'no#s from t e letter in!itin% t em to t e meetin% # y t ey a!e been as'ed to attend and t at t ey a!e a ri% t to a!e a companion present* Ma'e sure t e indi!idual as reasonable notice$ ideally more t an <K ours9 so t at t ey elp. C/05%., ,7* -0,*(8-*=. Ne!er pre)&ud%e t e outcome of t e inter!ie# before earin% t e employee=s perspecti!e* Start t e inter!ie# by statin% t e complaint to t e employee and %i!in% appropriate statements from people in!ol!ed* Gi!e t e employee ample opportunity to put for#ard t eir side of t e story and call any supportin% #itnesses* Aou can also call #itnesses$ but t ey can only be in t e room for t e rele!ant part of t e inter!ie# ) not t e duration* Ma'e use of ad&ournments1 al#ays ta'e a brea' to consider and obtain any e:tra information you need before reac in% your decision* Aou can also use if t in%s become eated or people are upset durin% t e inter!ie#* a!e a c ance to arran%e an appropriate representati!e if t ey #is * Ma'e sure anot er member of mana%ement can be t ere to ta'e detailed notes and a!e in!esti%ated all t e facts in ad!ance ?includin% consultin% t e

indi!idual=s personal file for rele!ant information3 and plan o# you #ill approac

6eli!er t e decision ?and %i!e reasons$ ta'in% into account any miti%atin% circumstances3$ confirm re!ie# periods and ensure you %i!e details of o# to appeal* Confirm t e decision in #ritin%* It is important t at e!eryone in!ol!ed in disciplinary action understand t e importance of follo#in% t e correct procedure$ as e!en if t e case a%ainst an employee seems pro!en$ t ey can still be deemed to a!e been treated unfairly if t e correct procedures are not follo#ed* An indi!idual is entitled to be accompanied by a #or' collea%ue or trade union official at formal disciplinary and %rie!ance inter!ie#s$ and to select a companion of t eir c oice* It #ould be %ood practice for an employer also to offer t is at any purely in!esti%atory meetin%* N/ '.,-/0 After t e meetin%$ t e employer may decide t at no action is necessary* For e:ample$ if an employee #as unclear about # at #as e:pected from t em and t ey a%ree to try to resol!e t e issue !ia additional support or counselin%* :'(0-0<+ Alternati!ely$ t e employer may decide to %i!e t e employee a #arnin%* An or%ani0ation"s policy s ould outline e:actly # at #arnin%s #ill be %i!en$ but t e follo#in% are li'ely1 R*./(5*5 /('3 ='(0-0< F-(+, =(-,,*0 ='(0-0< F-0'3 =(-,,*0 ='(0-0<. Clearly t ese sta%es represent an increase in seriousness* 7it process* .ltimately$ failure to reac dismissal* Any #arnin% s ould also specify a re!ie# period durin% # ic t e indi!idual recei!es appropriate support and t eir performance can be monitored* t e e:ception of e:treme e:amples of misconduct$ it #ould be inappropriate to =s'ip sta%es= in t e t e or%ani0ation"s standards may result in

6isciplinary #arnin%s s ould normally a!e a specified =life= after # ic t ey are disre%arded # en considerin% any subse(uent #arnin%s* -ypical timescales for t e types of #arnin% are1 (*./(5*5 /('3 ='(0-0< 1 6 &/0,7+ 6-(+, =(-,,*0 ='(0-0< 1 1 )*'( 6-0'3 =(-,,*0 ='(0-0< 1 2 )*'(+* 7 ere misconduct as been !ery serious$ it may be appropriate for t e #arnin% to continue to be re%arded indefinitely*

RECURITMENT
Recruitment means to estimate t e a!ailable !acancies and to ma'e suitable arran%ements for t eir selection and appointment* Recruitment refers to +6isco!erin% potential applicants for actual or anticipated or%ani0ational !acancies* Recruitment is a process +-o disco!er t e source of manpo#er to meet t e re(uirements of staffin%$ to employ effecti!e measures for attractin% potential manpo#er in ade(uate number,* Recruitment is t e process of identifyin% t e sources for prospecti!e candidates and to stimulate t em to apply for t e &ob* It"s lin'in% acti!ity brin%in% to%et er t ose #it &obs and t ose see'in% &obs* It locates t e source of manpo#er to meet t e re(uirements and &ob specifications* In recruitment process a!ailable !acancies are %i!en #ide publicity and suitable candidates are encoura%ed to submit application so as to a!e a pool of eli%ible candidates for scientific selection*

In recruitment$ information is collected from interested candidates* For t ese different sources of recruitment suc as ne#spaper ad!ertisement$ employment e:c an%e$ internal promotions$ etc* are used* In t e recruitment$ a pool of eli%ible and interested candidates is created for t e selection of most suitable candidate* Recruitment represents t e first contact t at a company ma'es #it potential employees* Recruitment is a positi!e function in # ic publicity is %i!en to t e &obs a!ailable in t e or%ani0ation and interested candidates ?(ualified &ob applicants3 are encoura%ed to submit applications for t e purpose of selection*

DEFINITION OF RECREUITMENT
Accordin% to Ed#in Flippo$ +Recruitment is t e process of searc in% for prospecti!e employees and stimulatin% t em to apply for &obs in t e or%ani0ation*

OBJECTIVES OF RECRUITMENT
- e ob&ecti!es of recruitment are as follo#s1 ?i3 ?ii3 ?iii3 ?i!3 ?!3 ?!i3 -o attract people #it multi)dimensional s'ills and e:periences t at suit t e present and future or%ani0ational strate%ies$ -o induct outsider #it a ne# perspecti!e to lead t e company$ -o infuse fres blood at all le!els of t e or%ani0ation$ -o de!elop an or%ani0ational culture t at attracts competent people to t e company$ -o searc or ead untB ead pouc people # ose s'ills fit t e company"s !alues$ -o searc for talents %lobally and not &ust #it in t e company*

PURPOSE OF RECRUITMENT
Recruitment as t ree ma&or purposes1 23 to increase t e pool of &ob applicants #it minimum cost* 83 -o meet t e or%ani0ation"s le%al and social obli%ations re%ardin% t e demo%rap ic composition of its #or'force*

;3 -o elp increase t e success rte of t e selection process by reducin% t e percenta%e of applicants # o are eit er poorly (ualified or a!e t e #ron% s'ills*

NEED FOR RECRUITMENT

- e need for recruitment may be due to t e follo#in% reasonsBsituations1 ?a3 Macancies due to promotions$ transfers$ retirement$ termination$ permanent disability$ deat and labour turno!er* ?b3 Creation of ne# !acancies due to %ro#t $ e:pansion and di!ersification of business acti!ities of an enterprise* In addition$ ne# !acancies are possible due to &ob respecification*

SOURCES OF RECRUITMENT
- e sources of recruitment may be %rouped into1

I0,*(0'3 +/%(.*+
E9,*(0'3 +/%(.*+ INTERNAL SOURCES# As t e term implies internal source of recruitment is for t ose # o are currently members or t e or%ani0ation* 7 ene!er any !acancy arises$ somebody from #it in t e or%ani0ation may be loo'ed into$ follo#in% are t e internal sources of recruitment* 1! P(/&/,-/0+# 1 In order to moti!ate t e e:istin% employees$ mana%ement follo#s t e policy of internal promotions* Promotion means s iftin% of an employee to a i% er position carryin% i% er responsibilities$ facilities$ status and salaries* Marious positions in t e or%ani0ation are usually filled up by promotions of e:istin% employees on t e basis of merit or seniority or a combination of bot * 2! T('0+6*(+# ) -ransfer refers to a c an%e in &ob assi%nment* It may in!ol!e a promotion or demotion$ or no c an%e in terms of responsibility or status* A transfer may be eit er temporary or permanent$ dependin% t e necessity of fillin% &obs* E*%* transfer from ead office to branc office*

3! R*,-(*&*0,+# 1 At times$ mana%ement may not find suitable candidate in place of t e one # o ad retired$ after meritorious ser!ice* .nder t is circumstances mana%ement may decide to call retired mana%er #it ne# e:tension* 4! R*.'33+# 1 7 en mana%ement faces a problem$ # ic can be sol!ed only by a mana%er # o as proceeded on lon% lea!e$ it may be decided to recall t at person* After t e problem is sol!ed$ is lea!e may be e:tended* 5! F/(&*( *&23/)**+# 1 Indi!iduals # o left for some ot er &ob$ mi% t be #illin% to come bac' for i% er #a%es incenti!es* An ad!anta%e #it t ese sources is t at t e performance of t e personBemployee is already 'no#n*

EDTERNAL SOURCES
As t e term implies t e e:ternal source of recruitment is of potential #or'ers # o are not currently member of t e or%ani0ation* It usually includes ne# entrants to t e labour force t e unemployed and people employed in t e ot er or%ani0ation see'in% t e c an%e* Company mana%ements a!e to use eternal sources for t e recruitment of super!isory staff and mana%ers as and # en necessary* - is may be #it a !ie# to introducin% t e Gne# blood" in t e or%ani0ation* E:ternal recruitment is one #ay of brin%in% into t e or%ani0ation t at as ne# s'ills or abilities and different #ay of approac in% &ob tas'* Follo#in% are t e most common e:ternal source of mana%erial recruitment* 1! N*=+2'2*( A58*(,-+*&*0,#1Ne#spaper ad!ertisements are o!er# elmin%ly popular source of recruitment* A messa%e containin% %eneral information about t e &ob and t e or%ani0ation is placed in !arious ne#spapers* Ne#spaper ad!ertisin% typically %enerates a lar%e applicant flo#* - ou% costly$ it pro!ides #ide c oice as it attracts a lar%e number of suitable candidates from all o!er t e country* - e best e:ample for ne#spaper ad!ertisement is t e -imes of India"s Asscent supplement # ic comes on e!ery 7ednesday and contains bot domestic as #ell as international &obs* 2! C'&2%+ R*.(%-,&*0,# 1 Colle%e Campuses are anot er !ery popular recruitment source* - e %ro#t of Mana%ement institutes$ IIts and Re%ional En%ineerin% Colle%es as pro!ided a popular source of recruitment* Pri!ate sector is able to attract many aspirants* It is an e:cellent source of recruitin%

mana%ement trainees* - e promisin% students %et &ob security immediately after securin% de%rees due to suc campus inter!ie#sBrecruitment* 3) R*.(%-,&*0, ,7(/%<7 -0,*(0*,# 1 - e Internet as (uic'ly become a !ery popular source of employment ad!ertisin%* - is source is (uic'ly %ro#in% in popularity* Currently employers can post t eir openin%s to any of se!eral ne#s%roups for free* Most employment ad!ertisement firms can also post t e &obs on t e Internet9 o#e!er$ t ey c ar%e a fee* A lar%e and fast %ro#in% proportion of employers use t e internet as a recruitment tool* More and more or%ani0ations are placin% information about open positions on t e 7orld 7ide #eb* - ere are many #eb sites t rou% # ic recruitment ta'es place* Some of t e e:amples are ###*nau'ri*com$ ###*monster*com$ etc* 4! @/4 F'-(+# 1 /ob fairs are !ery effecti!e* A &ob fair is an e!ent sponsored by a H&ob fairH company # o c ar%es a fee to participatin% employers* - e H&ob fairH company #ill typically ad!ertise in local media to attract (ualified applicants* 5irin% mana%ers can meet multiple candidates and conduct on)t e) spot inter!ie#s* 4ecause t e applicants may be inter!ie#in% #it multiple employers$ it is imperati!e to respond (uic'ly #it in!itations for in)plant inter!ie#s of (ualified candidates* If a &ob fair results in &ust one ire it is usually cost effecti!e* 5! E&23/)&*0, A<*0.-*+# 1 - e firm contacts an or%ani0ation # ose main purpose is locate &ob see'ers* - e company pro!ides t e a%ency #it information about t e &ob$ # ic t e a%ency t en passes alon% to its clients* Clients may be eit er employed or unemployed* A%encies can eit er be public or pri!ate* Fees may be c ar%ed to eit er or bot t e client see'in% a &ob and t e company see'in% applicants* 6! :'3C1-0+ :(-,*1-0+ '05 T'3C -0+#1 - e most economical approac for recruitment of candidates is direct applications* - e &ob see'ers submit applications or resumes directly to t e employer* - e ad!ertisement mentions date$ day and timin% durin% # ic t e applicant can G#al' in" for an inter!ie#* 7rite)ins are t ose # o send #ritten in(uiries* - ese applicants a ra'ed to complete application forms for furt er processin%* -al')ins is no# becomin% popular and t e applicants are re(uired to meet t e employer for detailed tal's* - e applicant is not re(uired to submit any applications*

ADVANTAGES OF INTERNAL RECRUITMENT

23 Internal recruitment is economical* 83 - e present employees already 'no# t e company #ell and are li'ely to de!elop a loyalty for t e same* ;3 It tends to encoura%e e:istin% employees to put in %reater efforts and to ac(uire additional (ualification* - is means t ere is moti!ation to employee to de!elop and reac to i% er positions* <3 It pro!ides security and continuity of employment* >3 Internal recruitment elps to raise t e morale of employees and de!elop cordial relations at t e mana%erial le!els* C3 It reduces labour turno!er as capable employees %et promotion #it in t e or%ani0ations* I3 Internal recruitment is a (uic' and more reliable met od* K3 People recruited from #it in t e or%ani0ation do not need induction or trainin%*

DISADVANTAGES OF INTERNAL RECURITMENT

23 Internal promotions create a feelin% of discontent amon% t ose # o are not promoted* 83 It pre!ents t e entry of youn% blood in t e or%ani0ation* ;3 Promotion to certain 'ey post may not be possible due to non)a!ailability of competent persons* <3 - e or%ani0ation #ill not be able to attract capable persons from outside if internal sources are used e:tensi!ely* >3 It may encoura%e fa!oritism and nepotism* C3 Promotions by seniority may not be al#ays beneficial to t e or%ani0ation* In brief$ internal met ods of recruitment s ould be used to e:tent possible but too muc dependence on internal met ods is undesirable and may pro!e costly to t e or%ani0ation in t e lon% run*

ADVANTAGES OF EDTERNAL SOURCE OF RECRUITMENT

23 Entry of youn% blood in t e or%ani0ation is possible* 83 7ide scope is a!ailable for selection* - is facilitates selection of people #it ric and !aried e:perience* ;3 Selection can be made in an impartial manner as lar%e number of (ualified and interested candidates are a!ailable* <3 Scope for eartburn and &ealousy can be a!oided by recruitin% from outside* >3 - e mana%ement can fulfill reser!ation re(uirements in fa!our of t e disad!anta%ed section of e society*

DISADVANTAGES RECRUITMENT

OF

EDTERNAL

SOURCE

OF

23 E:ternal recruitment leads to labour turno!er particularly of s'illed$ e:perienced and ambitious employees* 83 - e relations bet#een employer and employee deteriorate leadin% to industrial disputes and stri'es* ;3 - e present employees may lose t eir sense of security* - eir loyalty to t e or%ani0ation may be ad!ersely affected* <3 Employees feel frustrated due to e:ternal recruitment and t eir morale is ad!ersely affected*

SELECTION

MEANING AND DEFINITION OF SELECTION

Selection is one of t e most important of all functions in t e mana%ement of personnel* Selection is more closely related to recruitment because bot are concerned #it processin% indi!iduals to place t em in a &ob* Selection is ne:t to recruitment* After identifyin% t e sources of uman resources$ searc in% for prospecti!e employees and stimulatin% t em to apply for &obs in an or%ani0ation$ t e mana%ement as to perform t e function of selectin% t e ri% t employees at t e ri% t time* +Ri% t man at t e ri% t &ob, is t e basic principle in selection* Selection is t e process of collectin% and e!aluatin% information about an indi!idual in order to e:tend an offer of employment* It is t e process of lo%ically c oosin% indi!iduals # o posses t e necessary s'ills$ abilities and personality to successfully fill specific &obs in t e or%ani0ation* Selection means a process by # ic t e (ualified personnel can be c oosen from t e applicants # o a!e offered t eir ser!ices to t e or%ani0ation for employment* - us selection process is ne%ati!e function because it attempt to eliminate applicants$ lea!in% t e best to be selected* In t e #ords of 6ale Aode!$ +Selection is t e process in # ic candidates for employment are di!ided into t#o classes N t ose # o are to be offered employment and t ose # o are not,* In s ort$ selection is t e process of c oosin% a person suitable for t e &ob out of se!eral persons* - e ob&ecti!e of t e selection decision is to c ose t e indi!idual # o can most successfully perform t e &ob from t e pool of (ualified candidates* - e selection procedures are t e system of functions and de!ices adopted in a %i!en company to ascertain # et er t e candidate"s specification is matc ed #it effecti!e until and unless1 23 Re(uirements of t e &ob to be filled$ a!e been clearly specified ?&ob analysis$ etc3 83 Employee specifications ?p ysical$ mental$ social$ and be a!ioral$ etc3 a!e been clearly specified* ;3 Candidates for screenin% a!e been attracted* - us$ t e de!elopment of &ob analyses$ uman resource plannin% and recruitment are necessary prere(uisites to t e selection process* - e brea'do#n in any of t ese processes can ma'e e!en t e best selection system ineffecti!e* t e &ob specification and re(uirements or not* - e selection procedures cannot be

IMPORTANCE OF SELECTION
- e importance of selection may be &ud%ed from t e follo#in% facts1) 1! P(/.%(*&*0, /6 E%'3-6-*5 '05 SC-33*5 :/(C*(+# 1 Scientific selection facilitates t e procurement of #ell (ualified and s'illed #or'ers in t e or%ani0ation* It is in t e interest of t e or%ani0ation in order to maintain t e supremacy o!er t e ot er competiti!e firms* Selection of s'illed personnel reduces t e labour cost and increases t e production* Selection of s'illed personnel also facilitates t e e:pansion in t e si0e of t e business* 2! R*5%.* C/+, /6 T('-0-0< '05 D*8*3/2&*0,# ) Proper selection of candidates reduces t e cost of trainin% because (ualified personnel a!e better %raspin% po#er* - ey can understand t e tec ni(ue of #or' better and in less time* Furt er$ t e or%ani0ation can de!elop different trainin% pro%rammes for different persons on t e basis of t eir indi!idual differences$ t us reducin% t e time and cost of trainin% considerably* 3! A4+*0.* /6 P*(+/00*3 P(/43*&+# ) Proper selection of personnel reduces personnel problems in t e or%ani0ation* Many problems li'e labour turno!er$ absenteeism and monotony s all not be e:perienced in t eir se!erity in t e or%ani0ation* Labour relation #ill be better because #or'ers #ill be fully satisfied by t e #or'* S'illed #or'ers elp t e mana%ement to e:pand t e business and to earn more profits and in turn mana%ement compensates$ t e #or'ers #it i% #a%es$ benefits etc*

SELECTION PROCEDURE
Selection procedure employs se!eral met ods of collectin% information about t e candidate"s (ualification$ e:perience$ p ysical and mental ability$ nature and be a!iour$ 'no#led%e$ aptitude and t e li'e for &ud%in% # et er a %i!en applicant is or is not suitable for t e &ob* - erefore$ t e selection procedure is not a sin%le act but

is essentially a series of met ods or sta%es by # ic different types of information can be secured t rou% !arious selection tec ni(ues* At eac step$ facts may come to li% t # ic are useful for comparison #it t e &ob re(uirement and employee specifications* Selection procedure is len%t y and time consumin% particularly in t e case of super!isory post* Follo#in% are t e stepsB procedures of selection1 1! @/4 A0'3)+-+# 1 /ob analysis is t e basis for selectin% t e ri% t candidate* E!ery or%ani0ation s ould finali0e t e &ob analysis$ &ob description$ &ob specification and employee specification before proceedin% to t e ne:t step of selection* 2! A223-.',-/0 F/(&# 1 Application Form is also 'no#n as application blan'* - e tec ni(ue of application blan' is traditional and #idely accepted for securin% information from t e prospecti!e candidates* 7 ere application forms are use$ t e data become a part of t e employee"s record* - e information is %enerally re(uired on t e follo#in% items in t e application forms1 Personal bac'%round information$ Educational information$ 7or' e:periences$ salary$ personal details$ e:pected salary and allo#ances etc* 3! P(*3-&-0'() I0,*(8-*=# ) Preliminary or initial inter!ie# is often eld in case of +at t e %ate, candidate* - is inter!ie# usually of s ort duration and is aimed at obtainin% certain basic information #it a !ie# to identifyin% t e ob!ious misfits or un(ualified* - us preliminary inter!ie# is useful as a process of eliminatin% t e undesirable and unsuitable candidate* If t e candidate seems to possess t e basic minimum re(uirements for efficient &ob performance$ e is %i!en an application form for bein% filled out by im* 4! S.(**0-0< A223-.',-/0 F/(&# 1 Information %i!en in t e application form is used for selection purposes* - e applicant # o seems to be not fit for t e &ob on t e basis of information %i!en in t e application blan' is re&ected out ri% tly at t is sta%e* - e applicants # o a!e not furnis ed t e re(uired information may also be re&ected* Applications #ill not be accepted after t e

close date* After t e close date of t e recruitment$ t e /ob E:pert for t e irin% department and 5uman Resources #ill screen t e application forms for minimum education and (ualification re(uirements* A recruitment date may be e:tended if t ere are no (ualified candidates* Recruitments can also be open until t e position is filled9 in t is situation$ applicants are re!ie#ed and inter!ie#ed on a re%ular basis until an eli%ible candidate can be selected and appointed to t e a!ailable position* 5! :(-,,*0 ,*+,#1 - e or%ani0ation a!e to conduct #ritten e:amination for t e (ualified candidates after t ey are screened on t e basis of t e application blan's so as to measure t e candidate"s ability in arit metical calculations$ to 'no# t e candidate"s attitude to#ards &ob$ to measure t e candidates aptitude$ reasonin%$ 'no#led%e in !arious disciplines$ %eneral 'no#led%e and En%lis lan%ua%e* Intelli%ence test measures t e indi!iduals capacity or reasonin%$ !erbal compre ension$ numbers$ !ocabulary$ #ord fluency etc* aptitude test measures indi!iduals capacity or talent ability to learn a &ob if e is %i!en ade(uate trainin%* 6! F-0'3 -0,*(8-*=-0<# 1 F-0'3 inter!ie# is usually follo#ed by testin%* - is is t e most essential step in t e process of selection* In t is step t e inter!ie#er matc es t e information obtained about t e candidate t rou% !arious means to t e &ob re(uirements and to t e information obtained t rou% is o#n obser!ation durin% t e inter!ie#* - e basic ob&ecti!e of t e inter!ie# is to measure t e applicant a%ainst t e specific re(uirements of t e &ob* Inter!ie# must be conducted in a friendly atmosp ere and t e candidate must be made to feel at ease* - e inter!ie#er s ould not as' un#arranted (uestions # ic ma'e t e candidate ner!ous* It bein% t e t#o #ay communication$ t e inter!ie#ee s ould also be %i!en a c ance to as' (uestions if e so li'es$ about t e &ob and t e or%ani0ation* 7! R*6*(*0.* C7*.C+# 1 After completion of t e final inter!ie#$ t e personnel department #ill en%a%e in c ec'in% references* Candidates are re(uired to %i!e t e name of reference in t eir application forms* - ese references may be from t e indi!iduals # o are familiar #it t e candidate"s academic

ac ie!ement or from t e applicant"s pre!ious employer$ # o is #ell !ersed #it t e applicant"s &ob performance$ and sometime from co)#or'ers* If reference is c ec'ed in t e correct manner$ a %reat deal can be learned about a person t at an inter!ie# or tests cannot elicit* A %ood reference c ec' used sincerely fetc es useful and reliable information to t e or%ani0ation* 8! P7)+-.'3 E9'&-0',-/0# 1 - e candidates # o a!e crossed t e abo!e urdles are re(uired to %o for t e medical e:amination* - is is !ery important because of a person of poor ealt cannot #or' competently and t e in!estment in im may %o #aste* - us$ a t orou% medical e:amination is essential* 9! S*3*.,-/0# 1 If a candidate successfully o!ercomes all t e obstacles or tests %i!en e #ould be declared selected* A appointment letter #ill be %i!en to im mentionin% t e terms of employment$ pay scales$ post on # ic selected etc*

MEANING AND DEFINITION OF PLACEMENT

Placement means offerin% of t e &ob to t e finally selected candidate* One t e employee is selected e s ould be placed on a suitable &ob* Accordin% to Pi%ors and Myres$ placement may be defined as +t e determination of t e &ob to # ic an accepted candidate is to be assi%ned$ and is assi%nment to t at &ob* It is matc in% of # at t e super!isor as reason to t in' e can dos #it t e &ob demands?&ob re(uirements39 it is matc in% of # at e imposes?in strain$ #or'in% condition3 and # at offers is t e form of pay roll$ companions ip #it ot er promotional possibilities etc*, A proper placement reduced t e employee turno!er$ absenteeism and accident rate and impro!es t e morale* Placement is not an easy process* It is !ery difficult for a ne# employee # o is (uite un'no#n to t e &ob and en!ironment* For t is reason$ t e employee is %enerally put on a probation period ran%in% from one year to t#o years* At t e end of t e probation period$ if t e employee s o# a %ood performance$ e is confirmed as a re%ular employee of t e or%ani0ation* - us$ t e probation period or trial period is a transition period at t e end of # ic mana%ement as to ta'e decision # et er t e employee s ould be made re%ular or disc ar%ed from t e &ob*

PRINCIPLE OF PLACEMENT
Follo#in% principles are follo#ed at t e time of placement of an employee1 23 - e man s ould be placed on t e &ob accordin% to re(uirements of t e &ob* - e &ob s ould not be ad&usted accordin% to t e (ualifications or re(uirements of t e man* +/ob first$ man ne:t, s ould be t e principle of placement* 83 - e &ob s ould be offered to t e man accordin% to is (ualifications* Neit er i% er$ nor lo#er &ob s ould be offered to t e ne# employee* ;3 - e employee s ould be made con!ersant #it t e conditions pre!ailin% in t e industry and all t in%s relatin% to t e &ob* 5e s ould also be made a#are of t e penalties if e commits a #ron%* <3 7 ile introducin% t e &ob to t e ne# employee$ an effort s ould be mad to de!elop a sense of loyalty and cooperation in im so t at e may reali0e is responsibilities better to#ards t e &ob and t e or%ani0ation*

CAREER PLANNING AND DEVELOPMENT

INTRODUCTION#)
- e term career plannin% is fre(uently used in relation youn% boys and %irls studyin% at t e colle%e le!el* Colle%e students are e:pected to consider t eir (ualities ?p ysical and mental3$ psyc olo%ical ma'e)up$ li'es and disli'es$ inclinations$ etc* and decide # at t ey #ant to be in t eir life* In ot er #ords$ t ey s ould decide # at t ey #ant to ac ie!e in t eir life and ad&ust t eir education and ot er acti!ities accordin%ly* - is means t ey a!e to plan t eir career* In suc career plannin%$ parents$ family members and colle%e teac ers offer elpin% and and %uide youn% boys and %irls in selectin% t e most suitable career* Lot of literature$ psyc olo%ical tests etc* are also a!ailable on career plannin%* E!en lectures$ #or's ops and -M pro%rammes are arran%ed for %uidin% students on career selection ?particularly after t e declaration of 5SC results3* Career plannin% enables t em to use t eir abilitiesB(ualities fully and ma'e t eir life appy$ prosperous and ric in (uality* At present$ e!en e:perts are a!ailable to elp yout in t eir career plannin%* IF and ot er tests are also conducted for t is purpose* - e term career plannin% and de!elopment is used e:tensi!ely in relation to business or%ani0ations* It is ar%ued t at if t e or%ani0ations #ant to %et t e best out of t eir employees$ t ey must plan t e career de!elopment pro%rammes in t eir or%ani0ation effecti!ely* Suc pro%rammes offer benefits to employees and also to t e or%ani0ations* - e employees #ill de!elop ne# s'ills #ill be a!ailable to t e or%ani0ation* - is type of career plannin% can be described as or%ani0ational career plannin%*

MEANING OF CAREER F:$AT IS CAREER;!#)

A career is a se(uence of positionsB&obs eld by a person durin% t e course of is #or'in% life* Accordin% to E5=-0 B. F3-22/ +a career is a se(uence of separate but related #or' acti!ities t at pro!ide continuity$ order and meanin% to a person"s life,* Career of an employee represents !arious &obs performed by im durin% t e course of is #or'in% life* - is is described as career pat * In t e case of an ordinary #or'er$ t e career pat includes t e follo#in% &ob positions#

.ns'illed #or'er N Semi)s'illed #or'er N S'illed #or'er N 5i% ly s'illed #or'er N Assistant foreman N Foreman*

Employees ?of all cate%ories3 #ant to %ro# in t eir careers as t is pro!ides more salary$ i% er status and opportunity to use 'no#led%e$ education and s'ills effecti!ely* An indi!idual #it potentials &oins a firm not for &ob but for career de!elopment* An or%ani0ation as to pro!ide better opportunities to its employees in t eir career de!elopment and also use t eir efficient ser!ices for t e benefit of t e or%ani0ation*

MEANING OF CAREER PLANNING F:$AT IS CAREER PLANNING;!#)

Career plannin% is one important aspect of uman resource plannin% and de!elopment* E!ery indi!idual # o &oins an or%ani0ation desires to ma'e a %ood career for imself #it in t e or%ani0ation* 5e &oins t e or%ani0ation #it a desire to a!e a bri% t career in terms of status$ compensation payment and future promotions* From t e point of !ie# of an or%ani0ation$ career plannin% and de!elopment a!e become crucial in mana%ement process* An or%ani0ation as to pro!ide facilitiesBopportunities for t e career de!elopment of indi!idual employees* If t e or%ani0ations #ant to %et t e best out of t eir employees$ t ey must plan re%ularly t e career de!elopment pro%rammes in t eir or%ani0ations* In brief$ career plannin% refers to t e formal pro%rammes t at or%ani0ations implement to increase t e effecti!eness and efficiency of t e uman resources a!ailable* Career plannin% and de!elopment is t e responsibility of t e 5R department of t e or%ani0ation* As already noted$ e!ery person &oinin% an or%ani0ation as a desire to ma'e career as per is potentiality$ ability$ s'ills and so on*

NEED"PURPOSE"OB@ECTIVES OF CAREER PLANNING#)

1! -o map out careers of employees as per t eir ability and #illin%ness and to train and de!elop t em for i% er positions* 2! -o attract and retain t e ri% t type of persons in t e or%ani0ation*

3! -o utili0e a!ailable mana%erial talent #it in t e or%ani0ation fully* 4! -o ac ie!e i% er producti!ity and or%ani0ational de!elopment* 5! -o pro!ide %uidance and assistance to employees to de!elop t eir potentials to t e i% est le!el* 6! -o impro!e employee morale and moti!ation by pro!idin% trainin% and opportunities for promotion*

SCOPE OF ORGANISATIONAL CAREER PLANNING#)

- e follo#in% acti!itiesBareas are co!ered #it in t e scope of or%ani0ational career plannin%# a) $UMAN RESOURCE FORECASTING AND PLANNING#) 5ere$ efforts #ill be made to identify t e number of employees re(uired in future* In addition$ t e selection procedure #ill be ad&usted #it t e o!erall strate%ic %oals of t e or%ani0ation* b) CAREER INFORMATION#) 5ere$ information relatin% to career opportunities ?promotions$ trainin% for self de!elopment$ etc3 #ill be supplied to employees* Supplyin% career informationBopportunities as special si%nificance as t is moti!ates employees to %ro# and reac to i% er position* c) CAREER COUNSELLING#) Suc counsellin% is ne:t to supplyin% career information* Career counsellin% is possible by senior e:ecuti!es t rou% periodic discussions #it t eir subordinates* Suc career %uidance encoura%es subordinate employees to ta'e interest in certain areas # ere suitable opportunities of career de!elopment are a!ailable* It is a type of internal %uidance and moti!ation of employees for t e selection of possible career pat s* Suc counsellin% is needed # en employees a!e to plan t eir o#n careers and de!elop t emsel!es for career pro%ress* d) CAREER PAT$ING#) Mana%ement no# plans &ob se(uences for transfers and promotions of t eir employees* - is ma'es transfers and promotions systematically #it ad!ance information to employees* Career pat in% creates suitable mental ma'e up of employees for self de!elopment* e) SGILL ASSESSMENT TRAINING#)

-rainin% is essential for career plannin% and also for manpo#er de!elopment* Alon% #it &ob analysis$ or%ani0ational and &ob manpo#er re(uirement analysis s ould be underta'en by t e mana%ement* - is prepares proper bac'%round for t e introduction of career plannin% pro%rammes for employees*

ADVANTAGES OF CAREER PLANNING#)

A properly desi%ned system of career plannin% can pro!ide t e follo#in% benefits# i* ii* Career plannin% elps an employee to 'no# t e career opportunities a!ailable in an or%ani0ation* Career plannin% encoura%es im to a!ail of t e trainin% and de!elopment facilities in t e or%ani0ation so as to impro!e is ability to andle ne# and i% er assi%nments* iii* Career plannin% in!ol!es a sur!ey of employee abilities and attitudes* It becomes possible$ t erefore to %roup to%et er people tal'in% on a similar #a!elen%t #a!elen%t * i!* Career plannin% anticipates t e future !acancies t at may arise due to retirement$ resi%nation$ deat $ etc* at mana%erial le!el* - erefore$ it pro!ides a fairly reliable %uide for manpo#er forecastin%* !* Career plannin% facilitates e:pansion and %ro#t de!eloped in time* of t e enterprise* - e employees re(uired to fill &ob !acancies in future can be identified and and place t em under super!isors # o are responsi!e to t at

DISADVANTAGES"LIMITATIONS OF CAREER PLANNING#)

- e main problems in career plannin% are as follo#s# -. --. Career plannin% can become a reality # en opportunities for !ertical ability are a!ailable* - erefore$ it is not suitable for a !ery small or%ani0ation* In a de!elopin% country li'e India$ en!ironmental factors suc as %o!ernment policy$ public sector de!elopment$ %ro#t of bac'#ard areas$ etc* influence

business and industry* - erefore$ career plans for a period e:ceedin% a decade may not be effecti!e* ---. -8. Career plannin% is not an effecti!e tec ni(ue for a lar%e number of employees # o #or' on t e s op floor$ particularly for illiterate and uns'illed #or'ers* In family business ouses in India$ members of t e family e:pect to pro%ress faster in t eir career t an t eir professional collea%ues* - is upset t e career plannin% process* 8. Systematically career plannin% becomes difficult due to fa!ouritism and nepotism in promotions$ political inter!ention in appointments and reser!ations of seats for sc eduled castesBtribes and bac'#ard classes*

$O: TO INTRODUCE CAREER PLANNING PROGRAMME; FPROCESS OF CAREER PLANNING!#)

It is not easy to introduce career de!elopment pro%ramme at t e le!el of an or%ani0ation* Moreo!er$ suc career de!elopment plannin% is a continuous acti!ity* 7 at is appenin% in most of t e or%ani0ations is t at t is concepts is %i!en only lip ser!ice and t eoretical importance* If t e or%ani0ation #ants to %et t e best out of t eir employees$ it must plan t e career de!elopments pro%rammes continuously and effecti!ely in its or%ani0ation* DETAILS OF T$E STEP IN CAREER PLANNING#) 1! ANALYSIS OF PERSONEL SITUATION#) - is is t e first step # ic needs to be completed before t e introduction of career plannin% pro%ramme* - is relates to a time from # ic career plannin% is to be introduced* 5ere$ t e base line #ill be prepared to elp t e planners to ma'e pro&ections for t e plannin% period and to elp in t e e!aluation of plans* In order to analy0e t e present career situation$ t e follo#in% information #ill be re(uired# -. --. ---. -8. -otal number of employees N t eir a%e distribution$ (ualifications$ positions$ speciali0ations$ etc* Structure N broad as #ell as detailed and t e (ualifications re(uired for eac %rade* Personnel need of t e or%ani0ation* ?Cate%ory #ise3 Span of control a!ailable #it in t e or%ani0ation*

8. 8-.

Field staff at ead office #it necessary details$ and Facilitates a!ailable for trainin% and de!elopment #it in and outside t e or%ani0ation*

- e information collected on t ese aspects ser!es as t e base for t e preparation of career de!elopment plan for t e future period* 1. ANALYSIS OF PESONNEL SITUATION

2. PRO@ECTION OF PERSONNEL SITUATION 3. 4. 5. IDENTIFYING CAREER NEEDS SELECTION OF PRIORITIES DEVELOPMENT OF CAREER PLANS

6. :RITE UP OF FORMULATED CAREER PLANS 7. 8. 9. 10. MANAGERIAL PLANNING IMPLEMENTATION REVIE: AND EVALUATION FUTURE NEEDS

2! PRO@ECTION OF PERSONNEL SITUATION#) In t is second step$ an attempt is bein% made to find out t e situation li'ely to de!elop after t e completion of career de!elopment plan* - is can be done on t e basis of assumption # ic can predict # at is li'ely to appen at t e close of t e career de!elopment plan* 3! IDENTIFYING OF CAREER NEEDS#) In t is t ird step of career de!elopment plan$ efforts are made to find out precisely t e career de!elopment needs of t e future period* It is possible to

identify t e scope and limitations of career de!elopment needs on t e basis of t e data collected ?t rou% personnel in!entory of t e or%ani0ation$ employee potentials$ and appraisal of employees3* 4! SELECTION OF PRIORITIES#) It is rat er difficult to meet all t e needs of t e employees and t e or%ani0ation for career de!elopment immediately i*e* t rou% one career de!elopment plan* Naturally$ t ere is a need to select t e pressin% and ur%ent problems of employees and or%ani0ation* In addition$ ot er factors suc t e priorities* 5! DEVELOPMENT OF CAREER PLAN#) - is is t e most important step in t e # ole process of career de!elopin% plan* Suc plan must describe t e follo#in% in concrete formBforms# '. 7 at is to be attainedBac ie!ed@ 4. - e e:tent to # ic it is to be attained$ .. - e employees in!ol!ed$ 5. - e department in # ic t e proposed plan #ill operateH *. - e len%t of time re(uired t e ac ie!in% t e %oals* In order to e:ecute t e career de!elopment plan$ t e or%ani0ation s ould# '! Introduce systematic policies and pro%rammes of staff trainin% and career de!elopment for all cate%ories of employees so as to enable t em to# I. Impro!e t eir le!el of s'ill and 'no#led%eH II. Gain #ider e:periencesH and III. Assume i% er responsibilities* 4! Establis and effecti!ely implement a system of study lea!eH .! 6e!elop t e e:perience of t e employees by encoura%in% t eir rotation from one re%ion to anot erH 5! -a'e positi!e steps to encoura%e career de!elopment$ suc as# I. Pro!idin% #it in t e or%ani0ationH II. Gi!in% priorities in t e fillin% of !acancies in t e follo#in% order for# 1. promotion #it in t e or%ani0ationH 2. -ransfer #it in t e or%ani0ationH 3. Outside recruitment* as tec nical$ financial and administrati!e must be ta'en into consideration # ile finali0in%

III. IV.

Remo!in% artificial barriers to promotionH Establis in% a re%ister of employees for promotion on merit)cum) seniority basisH

6) :RITE1UP OF FORMULATED PLAN#) After decidin% t e priorities of career de!elopment plan$ t e ne:t ma&or step is to prepare a #rite up ?brief report3 of t e career plan* - is #rit)up s ould contain all necessary details suc meanin%ful* 7) MONITORING PLANNING -.*. MONITORING OF CAREER DEVELOPMENT PLAN#) Monitorin% of t e plan is essential for its effecti!e e:ecution* E:pected resultsBbenefits #ill be a!ailable only # en t e plan is implemented properly* Planned ?e:pected3 tar%ets and tar%ets actually ac ie!ed can be compared t rou% suitable monitorin% of t e plan* - e %ap bet#een t e t#o ?i*e* s ort falls3 can be located (uic'ly* In addition$ suitable remedial measures can be ta'en to rectify t e s ortfalls* 8) IMPLEMENTATION FOF CAREER DEVELOPMENT PLAN!#) ImplementationBe:ecution of t e plan is an inte%ral aspect of plannin% process itself* For effecti!e implementation$ co)operation and co)ordination at all le!els is necessary* - e implementation needs proper monitorin% so as to a!oid possible s ortfalls* 9) REVIE: AND EVALUATION OF CAREER PLANS#) A plan needs periodical re!ie#* Suc e!aluation a!oids mista'es$ deficiencies$ etc durin% t e implementation sta%e* It is built)in de!ice to measure t e effecti!eness of t e plan* Actual benefits a!ailable #ill be 'no#n only t rou% suc re!ie# and e!aluation* Suc e!aluation s ould be done by e:perts* It s ould be conducted systematically and also impartially* 10) FUTURE NEEDS#) - is is t e last stepBsta%e of t e current career de!elopment plan and t e first stepBsta%e of t e ne:t plan* 5ere$ on t e basis of t e ac ie!ements of t e current plan$ t e career needs of t e future period ?of employees and also of t e or%ani0ation3 are estimated* - e ne# priorities are decided and t e details of t e ne# career de!elopment plan are prepared* Plannin% is a continuous as sc edule ?time se(uence of plan3$ procedures and ot er details so t at t e e!aluation of t e plan #ill be easy and

processBacti!ity* - is rule is applicable to career de!elopment plans of an or%ani0ation*

CAREER STAGES#)
Education is t ou% t of in terms of employment* People %o for sc ool and colle%e education and prepare for t eir occupation* Mery fe# people stic' to t e same &ob t rou% out t eir life* Most of t em s#itc &ob eit er #it in t e or%ani0ation or in some ot er or%ani0ation* C ances are t ey c an%e &obs$ dependin% on a!ailable opportunity$ se!eral times before retirement* 7 ere opportunity is restricted t ey continue #it t e same &ob* - ey %o t rou% t e follo#in% sta%es# 1! EDPLORATION#) Almost all candidates # o start #or'in% after colle%e education start around mid)t#enties* Many a time t ey are not sure about future prospects but ta'e up a &ob in anticipation of risin% i% er up in t e career %rap later* From t e point of !ie# of or%ani0ation$ t is sta%e is of no rele!ance because it appens prior to t e employment* Some candidates # o come from better economic bac'%round can #ait and select a career of t eir c oice under e:pert %uidance from parents and #ell)#is ers* 2! ESTABLIS$MENT#) - is career sta%e be%ins #it t e candidate %ettin% t e first &ob %ettin% old of t e ri% t &ob is not an easy tas'* Candidates are li'ely to commit mista'es and learn from t eir mista'es* Slo#ly and %radually t ey become responsible to#ards t e &ob* Ambitious candidates #ill 'eep loo'in% for more lucrati!e and c allen%in% &obs else# ere* - is may eit er result in mi%ration to anot er &ob or e #ill remain #it t e Same &ob because of lac' of opportunity* 3! MID1CAREER STAGE#) - is career sta%e represents fastest and %ainful leap for competent employees # o are commonly called +climbers,* - ere is continuous impro!ement in performance* On t e ot er and$ employees # o are un appy and frustrated #it t e &ob$ t ere is mar'ed deterioration in t eir performance* In ot er to s o# t eir utility to t e or%ani0ation$ employees must remain producti!e at t is sta%e* +climbers, must %o on impro!in% t eir o#n performance* Aut ority$ responsibility$ re#ards and incenti!es are i% est at t is sta%e*

Employees tend to settle do#n inn t eir &obs and +&ob common* 4! LATE CAREER#)

oppin%, is not

- is career sta%e is pleasant for t e senior employees # o li'e to sur!i!e on t e past %lory* - ere is no desire to impro!e performance and impro!e past records* Suc employees en&oy playin% t e role of elder statesperson* - ey are e:pected to train youn%er employees and earn respect from t em* 5! DECLINE STAGE#) - is career sta%e represents t e completion of one"s career usually culminatin% into retirement* After decades of ard #or'$ suc employees a!e to retire* Employees # o #ere climbers and ac ie!ers #ill find it ard to compromise #it t e reality* Ot ers may t in' of +life after retirement,*

5IG5 EOPLORA-ION ES-A4LIS5MEN- MI6)CAREER LA-E CAREER 6ECLINE

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STAGES IN CAREER DEVELOPMENT

CONCEPT"INTRODUCTION TO CAREER DEVELOPMENT#)

Career de!elopment consists of t e personal actions one underta'es to ac ie!e a career plan* - e terms Gcareer de!elopment" and Gemployee de!elopment" need to be differentiated at t is sta%e* Career de!elopment loo's at t e lon%)term career effecti!eness of employees # ere as employee de!elopment focuses of effecti!eness of an employee in t e immediate future* - e actions for career de!elopment may be initiated by t e indi!idual imself or by t e or%ani0ation*

INDIVIDUAL CAREER DEVELOPMENT#)

Career pro%ress and de!elopment is lar%ely t e outcome of actions on t e part of an indi!idual* Some of t e important steps t at could elp an indi!idual cross t e urdles on t e #ay Gup" may include# I. PERFORMANCE#) Career pro%ress rests lar%ely on performance* If t e performance is sub) standard$ e!en modest career %oals can"t be ac ie!ed* II. EDPOSURE#) Career de!elopment comes t rou% e:posure$ # ic implies becomin% 'no#n by t ose # o decide promotions$ transfers and ot er career opportunities* Aou must underta'e actions t at #ould attract t e attention of t ose # o matter most in an or%ani0ation* III. NET:ORGING#) Net#or'in% implies professional and personal contacts t at #ould elp inn stri'in% %ood deals outside ?e*%*$ lucrati!e &ob offers$ business deals$ etc*3* for years men a!e used pri!ate clubs$ professional associations$ old)boy net#or's to %ain e:posure and ac ie!e t eir career ambitions* IV. LEVERAGING#) Resi%nin% to furt er one"s career #it anot er employer is 'no#n as le!era%in%* 7 en t e opportunity is irresistible$ t e only option left is to resi%n from t e current position and ta'e up t e ne# &ob ?opportunity in terms of better pay$ ne# title$ a ne# learnin% e:perience$ etc*3* o#e!er$ &umpin% t e &obs fre(uently ?&ob) oppin%3 may not be a %ood career strate%y in t e lon%) run* V. LOYALTY TO CAREER#)

Professionals and recent colle%e %raduates %enerally &ump &obs fre(uently # en t ey start t eir career* - ey do not t in' t at career)lon% dedication to t e same or%ani0ation may not elp t em furt er t eir career ambitions* -o o!ercome t is problem$ companies suc as Infosys$ NII-$ 7IPRO ?all information tec nolo%y companies # ere t e turno!er ratios are %enerally i% 3 a!e come out #it lucrati!e$ inno!ati!e compensation pac'a%es in addition to employee stoc' option plans for t ose # o remain #it company for a specified period* VI. MENTORS AND SPONSORS#) A mentor is$ %enerally spea'in%$ an older person in a mana%erial role offerin% informal career ad!ice to a &unior employee* Mentors ta'e &unior employees under t eir protP%P and offer ad!ice and %uidance on o# to sur!i!e and %et a ead in t e or%ani0ation* - ey act as role models* A sponsor$ on t e ot er and$ is someone in t e or%ani0ation # o can create career de!elopment opportunities* t e

ORGANISATIONAL CAREER DEVELOPMENT#)

- e assistance from mana%ers and 5R department is e(ually important in ac ie!in% indi!idual career %oals and meetin% or%ani0ational needs* A !ariety of tools and acti!ities are employees for t is purpose* '! SELF1ASSESSMENT TOOLS#) 5ere t e employees %o t rou% a process in # ic t ey t in' t rou% t eir life roles$ interests$ s'ills and #or' attitudes and preferences* - ey identify career %oals$ de!elop suitable action plans and point out obstacle t at come in t e #ay* -#o self)assessment tools are (uite commonly used in t e or%ani0ations* - e first one is called t e career)plannin% #or's op* After indi!iduals complete t eir self)assessment$ t ey s are t eir findin%s #it ot ers in career #or's ops* - ese #or's ops t ro# li% t on o# to prepare and follo# t rou% indi!idual career strate%ies* - e second tool$ called as a career #or'boo'$ consists of a form of career %uide in t e (uestion)ans#er format outlinin% steps for reali0in% career %oals* Indi!iduals use t is company specific$ tailor)made %uide to learn about t eir career c ances* - is %uide$

%enerally t ro#s li% t on or%ani0ation"s structure$ career pat s$ (ualifications for &obs and career ladders* 4! INDIVIDUAL COUNSELLING#) Employee counsellin% is a process # ereby employees are %uided in o!ercomin% performance problems* It is usually done t rou% face)to)face meetin%s bet#een t e employee and t e counselor or coac * 5ere discussions of employees" interests %oals$ current &ob acti!ities and performance and career ob&ecti!es ta'e place* Counsellin% is %enerally offered by t e 5R department* Sometimes outside e:perts are also be called in* if super!isors act as coac es t ey s ould be %i!en clearly defined roles and trainin%* - is is$ o#e!er$ a costly and time)consumin% process* .! EMPLOYEE DEVELOPMENT PROGRAMMES#) - ese consist of s'ill assessment and trainin% efforts t at or%ani0ations use to %room t eir employees for future !acancies* Seminars$ #or's ops$ &ob rotations and mentorin% pro%rammes are used to de!elop a broad base of s'ills as a part of suc de!elopmental acti!ities* 5! CAREER PROGRAMMES FOR SPECIAL GROUPS#) In recent years$ t ere is %ro#in% e!idence re%ardin% dual career families de!elopin% tensions and frictions o#in% to t eir inability to reconcile t e differences bet#een t e family roles and #or' demands* 7 en #e tal' of dual career couples ?a situation # ere bot usband and #ife a!e distinct careers outside t e ome3 certain pu00lin% (uestions arise naturally # # ose career is importantH # o ta'es care of c ildren H # at if t e #ife %ets a temptin% promotion in anot er location H # o buys %roceries and cleans t e ouse if bot are busy$ etc* reali0in% t ese problems$ or%ani0ations are pro!idin% a place and a procedure for discussin% suc role conflicts and copin% strate%ies* - ey are comin% out #it sc emes suc as part)time #or'$ lon% parental lea!e$ c ild care centers$ fle:ible #or'in% ours and promotions and transfers in tune #it t e demands of dual career conflicts*

CAREER DEVELOPMENT ACTIONS#)

'! @OB PERFORMANCE#)

Employee must pro!e t at 4! EDPOSURE#)

is performance on t e &ob is to t e le!el of

standards establis ed$ if e #ants career pro%ress* Employee"s desire for career pro%ress s ould e:pose t eir s'ills$ 'no#led%e$ (ualifications$ ac ie!ements$ performance etc*$ to t ose # o ta'e t e decision about career pro%ress*

.! RESIGNATIONS#) Employees may resi%n t e present &ob in t e or%ani0ation$ if t ey find t at career opportunities else# ere are better t an t ose of t e present or%ani0ation* 5! C$ANGE T$E @OB#) Employees # o put or%ani0ational loyalty abo!e career loyalty may c an%e t e &ob in t e same or%ani0ation are better t an t ose in t e present &ob* *! CAREER GUIDANCE#) And counsellin% pro!ides information$ ad!ice and encoura%ements to s#itc o!er to ot er career or or%ani0ation$ # ere career opportunities are better*

EMPLOYEE TRAINING

INTRODUCTION#)
-rainin% plays an important role in uman resource de!elopment* It comes ne:t to recruitment and selection* In fact$ t e main purpose of trainin% is to de!elop t e uman resources present #it in t e employees* In brief$ trainin% is t e #atc #ord of present dynamic business #orld* -rainin% is necessary due to tec nolo%ical c an%es rapidly ta'in% place in t e industrial field* Ne# mac ines$ ne# met ods and ne# tec ni(ues are introduced in t e production$ mar'etin% and ot er aspect of business* -rainin% is for de!elopin% o!erall personality of an employee* It also creates positi!e attitude to#ards fello# employees$ &ob and t e or%ani0ation # ere e is #or'in%* -rainin% is t e responsibility of t e mana%ement as it is basically for raisin% t e efficiency and producti!ity of employees* - e purpose of trainin% is to ac ie!e a c an%e in t e be a!iour of t ose trained and to enable t em to do t eir &obs in a better #ay* - e trainees #ill ac(uire ne# manipulati!e s'ills$ tec nical 'no#led%e$ problem sol!in% ability or attitudes etc* trainin% is not a one step process but is a continuous or ne!er)endin% process* -rainin% ma'es ne#ly recruited #or'ers fully producti!e in t e minimum of time* E!en for old #or'ers$ trainin% is necessary to refres t em and enable t em to 'eep

up #it ne# met ods and tec ni(ues* In s ort trainin% is t e act of impro!in% or updatin% t e 'no#led%e and s'ill of an employee for performin% a particular &ob*

DEFINITION OF TRAINING#)
Accordin% to E5=-0 F3-22/$ trainin% is +t e act of increasin% t e 'no#led%e and s'ill of an employee for doin% a particular &ob,*

PRINCIPLES OF EMPLOYEE TRAINING#)

A sound trainin% pro%ramme must possess t e follo#in% c aracteristics# 1. -rainin% pro%ramme s ould be less e:pensi!e* 2. -rainin% pro%ramme s ould be de!eloped for all in t e or%ani0ation and not for a particular %roup* 3. - e pro%ramme s ould be conducted by a senior and e:perienced super!isor or e:ecuti!e of t e concern or by t e trainin% director # o is inc ar%e of t e trainin% section under personnel department* 4. -rainin% pro%ramme s ould be desi%ned ta'in% in !ie# t e interests of bot employer and employees* 5. It is not essential to follo# t e sin%le met od of trainin% for all t e employees* - e purpose of trainin% is to de!elop t e men and t erefore more t an one met od may be follo#ed for different %roups* 6. -rainin% s ould be follo#ed by a re#ard* A re#ard s ould be pro!ided at t e conclusion of t e trainin% suc as promotion or a better &ob so t at employees may be moti!ated* 7. Sufficient time s ould be pro!ided to practice # at as been learned by t e employees*

MEANING AND IMPORTANCE#)

After an employee is selected$ placed and introduced e or s e must be pro!ided #it trainin% facilities* -rainin% is t e act of increasin% t e 'no#led%e an s'ill of an employee for doin% a particular &ob* -rainin% is a s ort)term educational process and utili0in% a systematic and or%ani0ed procedure by # ic employees learn tec nical 'no#led%e and s'ills for a definite purpose* In ot er #ords trainin% impro!es$ c an%es$ moulds t e employee"s 'no#led%e$ s'ill$ be a!iour$ aptitude$ and attitude

to#ards t e re(uirements of t e &ob and or%ani0ation* -rainin% refers to t e teac in% and learnin% acti!ities carried on for t e primary purpose of elpin% members of an or%ani0ation$ to ac(uire and apply t e 'no#led%e$ s'ills$ abilities and attitudes needed by a particular &ob and or%ani0ation* -rainin% is t e most important tec ni(ue of uman resource de!elopment* As stated earlier$ no or%ani0ation can %et a candidate # o e:actly matc es #it t e &ob and t e or%ani0ational re(uirements* 5ence$ trainin% is important to de!elop t e employee and ma'e im suitable to t e &ob* -rained employees #ould be a !aluable asset to an or%anisation* Or%ani0ational efficiency$ producti!ity$ pro%ress and de!elopment to a %reater e:tent depend on trainin%* Or%ani0ational ob&ecti!es li'e !iability$ stability and %ro#t can also be ac ie!ed t rou% trainin%*

NEED FOR EMPLOYEE TRAINING#)

- e need for trainin% of employee is uni!ersally accepted and practical trainin% in t e form of information$ instructions and %uidance is %i!en to all cate%ories of employees* It is a must for raisin% efficiency of employees* -rainin% is necessary in t e present competiti!e and e!er c an%in% industrial #orld* Specifically$ t e need for trainin% arises due to t e follo#in% reasons# I* T/ &',.7 ,7* *&23/)** +2*.-6-.',-/0+ =-,7 ,7* I/4 (*A%-(*&*0,+ '05 /(<'0-J',-/0'3 0**5+# Mana%ement finds de!iations bet#een employee"s present specifications and t e &ob re(uirements and or%ani0ational needs* -rainin% is needed to fill t ese %aps by de!elopin% and mouldin% t e employee"s s'ill$ 'no#led%e$ attitude$ be a!iour etc* to t e tune of t e &ob re(uirements and or%ani0ational needs* II* O(<'0-J',-/0'3 8-'4-3-,) '05 ,7* ,('0+6/(&',-/0 2(/.*++# - e primary %oal of most of t e or%ani0ations is t at t eir !iability is continuously influenced by en!ironmental pressure* If t e or%anisation does not adapt itself to t e c an%in% factors in t e en!ironment$ it #ill lose its mar'et s are* If t e or%anisation desires to adapt t ese c an%es$ first it as to train t e employees to impart specific s'ills and 'no#led%e in order to enable t em to contribute to t e or%ani0ational efficiency and to cope #it t e c an%in% en!ironment* III* T*.70/3/<-.'3 '58'0.*+# E!ery or%ani0ation in order to sur!i!e and to be effecti!e s ould adopt t e latest tec nolo%y$ i*e*$ mec ani0ation$

computeri0ation and automation* Adoption of latest tec nolo%ical means and met ods$ #ill not be complete until t ey are manned by employees possessin% s'ill to operate t em* So$ or%ani0ation s ould train t e employees to enric t em in t e areas of c an%in% tec nical s'ills and 'no#led%e from time to time* IM* O(<'0-J',-/0'3 ./&23*9-,)# 7it t e emer%ence of increased mec ani0ation and automation$ manufacturin% of multiple products and by)products or dealin% in ser!ices of di!ersified lines$ e:tension of operations to !arious re%ions of t e country or in o!erseas countries$ or%anisation of most of t e companies as become comple:* - is creates t e comple: problems of co) ordination and inte%ration of acti!ities adaptable for and adaptable to t e e:pandin% and di!ersifyin% situations* - is situation calls for trainin% in t e s'ills of co)ordination$ inte%ration and adaptability to t e re(uirements of %ro#t $ di!ersification and e:pansion* M* $%&'0 (*3',-/0+# -rends in approac to#ards personnel mana%ement as c an%ed form t e commodity approac to partners ip approac $ crossin% t e uman relations approac * So today$ mana%ements of most of t e or%ani0ations as to maintain uman relations besides maintainin% sound industrial relations alt ou% deal #it it erto t e mana%ers are not accustomed to deal

#it t e #or'ers accordin%ly* So trainin% in uman relations is necessary to uman problems ?includin% alienation$ inter)personal and inter) %roup conflicts etc*3 and to maintain uman relations* MI* C7'0<* -0 ,7* I/4 '++-<0&*0,# -rainin% is also necessary # en t e e:istin% employee is promoted to t e i% er le!el in t e or%anisation and # en t ere is some ne# &ob or occupation due to transfer* -rainin% is also necessary to e(uip t e old employees #it tec nolo%y* t e ad!anced disciplines$ tec ni(ues or

OB@ECTIVES"PURPOSES OF EMPLOYEE TRAINING#)

1) -o raise efficiency and producti!ity of employees and t e or%ani0ation as a # ole* - is means to maintain and impro!e t e #or' performance of employees*

2) -o create a pool of #ell trained$ capable and loyal employees at all le!els and t ereby to ma'e pro!ision to meet t e future needs of an or%ani0ation* 3) -o pro!ide opportunities of %ro#t and self)de!elopment ?career plannin%3 to employees and t ereby to moti!ate t em for promotion and ot er monetary benefits* In addition$ to %i!e safety and security to t e life and ealt of employees* 4) -o a!oid accidents and #asta%es of all 'inds* In addition$ to de!elop balanced$ ealt y and safety attitudes amon% t e employees* 5) -o meet t e c allen%es posed by ne# de!elopments in t e field of science and tec nolo%y* 6) -o impro!e t e (uality of production and t ereby to create mar'et demand and reputation in t e business #orld* 7) -o de!elop positi!e attitude and be a!iour pattern re(uired by an employee in order to perform a %i!en &ob efficiently* In ot er #ords$ t e purpose of trainin% is to impro!e t e culture of t e or%anisation* 8) -o de!elop certain personal (ualities amon% employees # ic can ser!e as personal assets on lon% term basis*

TYPES OF EMPLOYEE TRAINING#)

1) INDUCTION FORIENTATION! TRAINING#) Induction trainin% is basically for introducin% t e or%anisation to ne#ly appointed employees* It is a !ery s ort informati!e type of trainin% %i!en immediately after &oinin% t e or%ani0ation* It creates a feelin% of in!ol!ement in t e minds of ne#ly appointed employees* For induction trainin%$ information boo'lets are issued and s ort informati!e films are s o#n* In addition$ lecture by personnel man%erB5R6 man%er is also arran%ed* Induction trainin% creates fa!ourable impression on t e ne#ly appointed employees and t is impression remains in t eir mind o!er a lon% period* 2! @OB TRAINING#) /ob trainin% relates to specific &ob # ic t e #or'er as to andle* It %i!es information about mac ines$ process of production$ instructions to be follo#ed$ met ods to be used and precautions to be ta'en # ile performin%

t e &ob* - is trainin% de!elops s'ills and confidence amon% t e #or'ers and enables t em to perform t e &ob efficiently* 3! TRAINING FOR PROMOTION#) Promotion means %i!in% i% er position* -rainin% must be %i!en for performin% duties at a i% er le!el efficiently* - is facilitates easy and (uic' ad&ustment #it t e ne# &ob and also de!elops ne# insi% t into t e duties and responsibilities assi%ned* For t is$ trainin% is %i!en after promotion and before actually &oinin% t e ne# assi%nment* - is trainin% is specific$ precise and of s ort duration* 4! REFRES$ER TRAINING#) - e purpose of refres er trainin% is to refres t e professional s'ills$ information and e:perience of persons occupyin% important e:ecuti!e positions* It %i!es information about ne# de!elopments and tec ni(ues to trainees and enables t em to use ne# met ods$ tec ni(ues and procedures for raisin% efficiency* 5! CORRECTIVE TRAINING#) Correcti!e trainin% is necessary # en employees !iolate company rules and procedures* For e:ample$ absence #it out prior sanction or smo'in% in a +No smo'in%, area or not usin% safety de!ices # ile operatin% dan%erous mac ines* 5ere$ t e be a!iour of employee cannot be c an%es simply by disciplinary action* - e mana%er s ould andle t e problem #it treatment t at corrects t e outloo' rat er t an %i!in% punis ment* - e mana%er s ould critici0e t e act and not t e indi!idual* 5e s ould moti!ate concerned indi!idual to correct is be a!iour*

SELECTION

OF

TRAINEES#1

Once you a!e decided # at trainin% is necessary and # ere it is needed$ t e ne:t decision is # o s ould be trained@ For a small business$ t is (uestion is crucial* -rainin% an employee is e:pensi!e$ especially # en e or s e lea!es your firm for a better &ob* - erefore$ it is important to carefully select # o #ill be trained* -rainin% pro%rams s ould be desi%ned to consider t e ability of t e employee to learn t e material and to use it effecti!ely$ and to ma'e t e most efficient use of

resources possible* It is also important t at employees be moti!ated by t e trainin% e:perience* Employee failure in t e pro%ram is not only dama%in% to t e employee but a #aste of money as #ell* Selectin% t e ri% t trainees is important to t e success of t e pro%ram*

TRAINING

GOALS#)

- e %oals of t e trainin% pro%ram s ould relate directly to t e needs outlined abo!e* Course ob&ecti!es s ould clearly state # at be a!ior or s'ill #ill be c an%ed as a result of t e trainin% and s ould relate to t e mission and strate%ic plan of t e company* Goals s ould include milestones to elp ta'e t e employee from # ere e or s e is today to # ere t e firm #ants im or er in t e future* Settin% %oals elps to e!aluate t e trainin% pro%ram and also to moti!ate employees* Allo#in% employees to participate in settin% %oals increases t e probability of success*

MET$ODS OF EMPLOYEE TRAINING#)

As a result of researc in t e field of trainin%$ a number of pro%rammes are a!ailable* Some of t ese are ne# met ods$ # ile ot ers are impro!ements o!er t e traditional met ods* - e trainin% pro%rammes commonly used to train operati!e and super!isory personnel are discussed belo#* - ese pro%rammes are classified into on) t e)&ob and off)t e)&ob trainin% pro%rammes* ON1T$E1@OB TRAINING MET$ODS - is type of trainin%$ also 'no#n as &ob instruction trainin%$ is t e most commonly used met od* .nder t is met od$ t e indi!idual is placed on a re%ular &ob and tau% t t e s'ills necessary to perform t at &ob* - e trainee learns under t e super!ision and %uidance of a (ualified #or'er or instructor* On)t e)&ob trainin% as t e ad!anta%e of %i!in% first and 'no#led%e and e:perience under t e actual #or'in% conditions* - e problem of transfer of trainee is also minimi0ed as t e persons learns on)t e)&ob* On) t e)&ob trainin% met ods include &ob rotation$ coac in%$ &ob instruction or trainin% t rou% step)by)step and committee assi%nments* '! @OB ROTATION#) - is type of trainin% in!ol!es t e mo!ement of t e trainee from one &ob to anot er* - e trainee recei!es &ob 'no#led%e and %ains e:perience from is super!isor or trainer in eac of t e different &ob assi%nments* - ou% t is met od of trainin% is common in trainin% mana%ers for %eneral mana%ement

positions$ trainees can also be rotated from &ob to &ob in #or's op &ob* - is met od %i!es an opportunity to t e trainee to understand t e problems of employees on ot er &obs and respect t em* 4! COAC$ING#) - e trainee is placed under a particular super!isor # o functions as a coac in trainin% t e indi!idual* - e super!isor pro!ides feedbac' to t e trainee on is performance and offer im for su%%estions for impro!ement* Often t e trainee s are some of t e duties an responsibilities of t e coac and relie!es im of is burden* A limitation of t is met od of trainin% is t at t e trainee may not a!e t e freedom or opportunity to e:press is o#n ideas* .! @OB INSTRUCTION#) - is met od is also 'no#n as trainin% t rou% step by step* .nder t is met od$ t e trainer e:plains to t e trainee t e #ay of doin% t e &ob$ &ob 'no#led%e and s'ills and allo# im to do t e &ob* - e trainer appraises t e performance of t e trainee$ pro!ides feedbac' information and corrects t e trainee* 5! COMMITTEE ASSIGNMENTS#) .nder t e committee assi%nments$ a %roup of trainees are %i!en and as'ed to sol!e an actual or%ani0ational problem* - e trainees sol!e t e problem &ointly* It de!elops team #or'* OFF1T$E1@OB MET$ODS .nder t is met od of trainin%$ t e trainee is separated form t e &ob situation and is attention is focused upon learnin% t e material related to is future &ob performance* Since t e trainee is not distracted by &ob re(uirements$ e can place is entire concentration on learnin% t e &ob rat er t an spendin% is time in performin% it* - ere is an opportunity for freedom of e:pression for t e trainees* Off)t e)&ob trainin% met ods are as follo#s# '! VESTIBUTE TRAINING#) In t is met od$ actual #or' conditions are simulated in a class room* Material$ files and e(uipments t ose are used in actual &ob performance are also used in trainin%* - is type of trainin% is commonly used for trainin% personnel for clerical and semi)s'illed &obs* - e duration of t is trainin% ran%es from days to a fe# #ee's* - eory can be related to practice in t is met od* 4! ROLE PLAYING#)

It is defined as a met od of uman interaction t at in!ol!es realistic be a!iour in ima%inary situations* - is met od of trainin% in!ol!es action$ doin% and practice* - e participants play t e role of certain c aracters$ suc as t e production mana%er$ mec anical en%ineer$ superintendents$ maintenance en%ineers$ (uality control inspectors$ foreman$ #or'ers and t e li'e* - is met od is mostly used for de!elopin% interpersonal interactions and relations* .! LECTURE MET$OD#) - e lecture is a traditional and direct met od of instruction* - e instructor or%ani0es t e material and %i!es it to a %roup of trainees in t e form of a tal'* -o be effecti!e$ t e lecture must moti!ate and create interest amon% t e trainees* An ad!anta%e of lecture met od is t at it is direct and can be used for a lar%e %roup of trainees* - us$ costs and time in!ol!ed are reduced* 5! CONFERENCE OR DISCUSSION#) It is a met od in trainin% t e clerical$ professional and super!isory personnel* - is met od in!ol!es a %roup of people # o pose ideas$ e:amine and s are facts$ ideas and data$ test assumptions$ and dra# conclusions$ all of # ic contribute to t e impro!ement of t e &ob performance* 6iscussion as t e distinct ad!anta%e o!er t e lecture met od$ in t at t e discussion in!ol!es t#o) #ay communication and ence feedbac' is pro!ided* - e participants feel free to spea' in small %roups* - e success of t is met od depends on t e leaders ip (ualities of t e person # o leads t e %roup*

ADVANTAGES OF EMPLOYEE TRAINING#)

-rainin% is ad!anta%eous not only to t e or%ani0ation but also to t e employees* 1. INCREASE IN :AGE EARNING CAPACITY#) -rainin% elps t e employees in ac(uirin% ne# 'no#led%e and &ob s'ills* In t is #ay$ trainin% increases t eir mar'et !alue and #a%e earnin% po#er* - is increases t eir pay and status* 2. @OB1SECURITY#) Continued trainin% can adaptin% elp an employee to de!elop is ability to learn) imself to ne# #or' met ods$ learnin% to use ne# 'inds of

e(uipment and ad&ustin% to ma&or c an%es in &ob contents and #or' relations ip*

3. C$ANCES FOR PROMOTION#) -rainin% also (ualifies t e employees for promotion to more responsible &obs* 4. FOLLO: UP OF SELECTION PROCEDURE#) -rainin% is a follo# up of selection procedure* It elps in c oosin% t e most appropriate indi!iduals for different &obs* -rainin% can be used in spottin% out promisin% men and in remo!in% defects in selection process* 5. BETTER PERFORMANCE#) -rainin% brin%s about an impro!ement of t e (uality and (uantity of output by increasin% t e s'ill of t e employees* -rainin% ma'es t e fres employees more s'illed and accurate in performance of t eir #or'* and old

6. REDUCTION IN COST OF PRODUCTION#) If t e employees are %i!en proper trainin% t e need for super!ision is lessened* -rainin% does not eliminate t e need for super!ision but it reduces t e need for detailed and constant super!ision* A #ell trained employee is self)reliant in is #or' because e 'no#s # at to do and o# to do it*

EVALUATION OF TRAINING PROGRAMME#)

- e process of trainin% e!aluation as been defined as +any attempt to obtain information on t e effects of trainin% performance$ and to assess t e !alue of trainin% in t e li% t of t at information*, E!aluation leads to controllin% and correctin% t e trainin% pro%ramme* 5amblin su%%ested fi!e le!els at # ic e!aluation of trainin% can ta'e place$ !i0*$ reactions$ learnin%$ &ob be a!iour$ or%ani0ation and ultimate !alue* i. REACTIONS#) -rainin% pro%ramme is e!aluated on t e basis of trainee"s reactions to t e usefulness of co!era%e of t e matter$ dept of t e course content$ met od of presentation$ teac in% met ods etc* ii. LEARNING#) -rainin% pro%ramme$ trainer"s ability and trainee ability are e!aluated on t e basis of (uantity of content learned and time in # ic it is learned and t e learner"s ability to use or apply$ t e content e learned*

iii. @OB BE$AVIOUR#) - is e!aluation includes t e manner and e:tent to # ic t e trainee as applied is learnin% to is &ob* iv. ORGANISATION#) - is e!aluation measures t e use of trainin%$ learnin% and c an%e in t e &ob be a!iour of t e departmentBor%ani0ation in t e form of increased producti!ity$ (uality$ morale$ sales turno!er and t e li'e* v. ULTIMATE VALUE#) It is t e measurement of ultimate result of t e contributions of t e trainin% pro%ramme to t e company %oals li'e sur!i!al$ %ro#t $ profitability etc*$ and to t e indi!idual %oals li'e de!elopment of personality and social %oals li'e ma:imi0in% social benefit*

ORGANISED TRAINING PROGRAMME IN AN INDUSTRY#)

It is not possible to su%%est a trainin% pro%ramme e(ually %ood for eac and e!ery or%anisation* -rainin% pro%rammes differ on t e basis of many indi!idual c aracteristics of t e or%anisations and t e employees usually in t e or%anisation of trainin% pro%rammes* - e follo#in% steps are ta'en to or%anise t e trainin% pro%ramme# 23 IDENTIFYING T$E TRAINING NEEDS#) -rainin% pro%ramme s ould be set up only after a!in% decided t e decided t e clear)cut ob&ecti!e in mind* A trainin% pro%ramme s ould be establis ed only # en it is felt t at it #ould assist in t e solution of specific operational problems* - e most important step is to ma'e a t orou% analysis of t e entire or%anisation$ its operations and manpo#er resources a!ailable in order to find out +t e trouble spots, # ere trainin% may be needed* a3 ANALYSING @OBS AND MEN#) If t e men are less capable to perform t e particular &obs t ey can be %i!en trainin% to increase t eir s'ills* /obs and #ort of t e men s ould be analysed t rou% &ob analysis and performance appraisal* b3 IDENTIFYING PRODUCTION PROBLEMS#) Production problems li'e lo# producti!ity$ poor (uality$ i% cost$ i% rate of absenteeism$ labour turno!er etc* s ould be identified to indicate t e need for trainin%* c3 COLLECTING OPINIONS#)

Opinions s ould be obtained from t e mana%ement and t e #or'in% people t rou% inter!ie#s or t rou% (uestionnaire re%ardin% necessary and desirable trainin% pro%rammes*

83 GETTING READY FOR T$E @OB#) Follo#in% are t e steps ta'en in t is re%ard# a) IDENTIFYING T$E TRAINEE#) .nder t is step it is to be decided # o is to be trained* # o is to be trained N t e ne# comer or t e older employee or t e super!isory staff or all of t em selected from different departments* - e proper selection of trainees is !ery important to obtain permanent and %ainful results of trainin%* A trainee s ould be trained for t e 'ind of &ob e li'es and is suitable to perform* Careful screenin% of candidates for trainin% raises t e effecti!eness of t e trainin% #or'* -rainee s ould be %i!en t e proper bac'%round information before e starts learnin% ne# &ob s'ills and 'no#led%e* -rainer s ould e:plain t e trainee t e importance of t e &ob$ its relations ip #it t e #or' flo# and t e importance of trainin%* 4! SELECTION OF TRAINING MET$OD#) No# it is ad!isable to lay do#n # ic met od is to be adopted fro t e trainin%* 6ifferent met ods of trainin% may be su%%ested for t e different le!els of personnel* .ns'illed #or'ers may be trained on t e &ob* On)t e)&ob and apprentices ip trainin% may be a#arded$ to s'illed and semi)s'illed #or'ers* For super!isory and e:ecuti!e personnel On) t e)&ob and Off)t e)&ob met ods suc seminars etc* may be recommended* c) PREPARATION OF TRAINER OR INSTRUCTOR#) - e success of t e trainin% pro%ramme muc depends upon t e instructor* Instructor must be #ell)(ualified and may be obtained from #it in or outside t e or%ani0ation* It s ould be decided before and # at is to be tau% t and o#* 5e s ould be able to di!ide t e &ob into as role)playin%$ lectures and

lo%ical parts so t at e may teac one part at a time #it out losin% is perspecti!e of t e # ole* As because trainin% must be based upon t e needs of t e or%ani0ation t erefore$ t e trainer must a!e a clear)cut picture of t e ob&ecti!es of trainin% in mind* It s ould not be in a !acuum* -rainer needs professional e:pertise in order to fulfill is responsibility* 5e s ould also encoura%e t e (uestion from t e trainees* d) TRAINING MATERIAL#) - ere s ould al#ays be t e trainin% material #it t e instructor* -rainin% materials may include some te:t or #ritten materials as a basis for instruction$ re!ie# and reference* - is may be prepared in t e trainin% section #it t e elp of super!isors* - e #ritten material s ould be distributed amon% t e trainees so t at t ey may come prepared in t e lecture class and may be able to understand t e operation (uic'ly and remo!e t eir doubts$ if any* e) TRAINING MATERIAL#) - e len%t of trainin% period depends upon t e s'ill of t e trainees$ purpose of t e trainin%$ trainee"s learnin% capacity and t e trainin% media used* Generally no sin%le session s ould last lon%er t an t#o ours* - e time of trainin% # et er before or after or durin% #or'in% ours s ould be decided by t e personnel mana%er ta'in% in !ie# t e loss of production and benefits to be ac ie!ed by trainin%* 2! PREPARATION OF T$E LEARNER#) - is step consists# -. - e puttin% t e learner at case so t at e does not feel ner!ous because of t e fact t at e is on a ne# &ob$ --. In statin% t e importance of in%redients of t e &ob and its relations ip to#ards flo#$ ---. In e:plainin% e is bein% tau% t$ -8. In creatin% interest and encoura%in% (uestions$ findin% out # at t e learner already 'no#s about is &ob or ot er &obs$ 8. In e:plainin% # y of t e # ole &ob and relatin% it to some &ob t e #or'er already 'no#s$

8-. In plannin% t e learner as close to is normal #or'in% position as possible$ and 8--. In familiari0in% terms* 3! GNO:LEDGE#) - is is t e most important step in a trainin% pro%ramme* - e trainer s ould clearly tell$ s o#$ illustrate and (uestion I order to put o!er t e ne# 'no#led%e and operations* - e learner s ould be told of t e se(uence of t e entire &ob and # y eac step in its performance is necessary instructions s ould be %i!en clearly$ completely and patiently* -rainer s ould demonstrate or ma'e use of audio)!isual aids and s ould as' t e trainee to repeat t e operations 4! e:plainin% im eac PERFORMANCE TRY1OUT#) .nder t is$ t e trainee is as'ed to %o t rou% t e &ob se!eral times slo#ly$ step* Mista'es are corrected and if necessary some complicated steps are ta'en for t e trainee for t e first time* - en t e trainee is as'ed to do t e &ob$ %radually buildin% up s'ill and speed* - e trainee is t en tested and t e effecti!eness of a trainin% pro%ramme e!aluated* 5! FOLLO:1UP#) On t e completion of trainin% pro%ramme trainees s ould be placed to t e &ob* - e super!isor s ould a!e a constant !i%il on t e person still facin% any difficulty on t e &ob$ e must be %i!en full %uidance by t e immediate super!isor and s ould be initiated to as' (uestions to remo!e t e doubts* PRESENTATION OF OPERATIONS AND im #it t e e(uipment$ materials tools and trade

COLLECTIVE BARGAINING

INTRODUCTION

- e p rase GCollecti!e bar%ainin%" is coined by Sydney Q 4eatrice 7ebb* Accordin% to t em collecti!e bar%ainin% is a met od by # ic trade unions protect Q impro!e t e conditions of t eir members" #or'in% li!es* 4efore t e Industrial Re!olution$ t e employer$ more or less$ en&oyed un(uestioned po#ers on matters relatin% to #a%e$ #or'in% conditions Q ot er matters affectin% employees* - e #ee' bar%ainin% stren%t of employees tempted t em$ on occasions$ to e:ploit t e !ulnerable situation to t eir ad!anta%e* 7or'ers as a result became restless Q #idespread protests follo#ed* Go!ernmental inter!ention #as of little elp* 7or'ers reali0ed t e importance of fi% tin% &ointly on all #or')related matters* - is collecti!e fi% tin% spirit is be ind t e bac' of collecti!e bar%ainin%* 7it t e %ro#t of union mo!ement all o!er t e %lobe Q t e emer%ence of employers" associations$ t e collecti!e bar%ainin% process as under%one si%nificant c an%es* 4ot parties a!e$ more or less$ reali0ed t e importance of peaceful co)e:istence for t eir mutual benefit Q continued pro%ress*

OB@ECTIVES

- e main ob&ecti!es of Collecti!e bar%ainin% are %i!en belo#1 -o settle disputes B conflicts relatin% to #a%es Q #or'in% conditions* -o protect t e interests of #or'ers t rou% collecti!e plan* -o resol!e t e differences bet#een #or'ers Q mana%ement t ou% !oluntary ne%otiations Q arri!e at a customer* -o a!oid t ird party inter!ention in matters relatin% to employment*

F%0.,-/0+ /6 C/33*.,-8* B'(<'-0-0<

Collecti!e bar%ainin% plays an important role in pre!entin% industrial disputes$ settin% t ese disputes Q maintainin% industrial peace by performin% t e follo#in% functions1 Increase t e economic stren%t of employees Q mana%ement* Establis uniform conditions of employment* Secure a prompt Q fair redressal of %rie!ances* Lay do#n fair rates of #a%es Q ot er norms of #or'in% conditions* Ac ie!e an efficient functionin% of t e or%ani0ation* Promote t e stability Q prosperity of t e company* It pro!ides a met od of t e re%ulation of t e conditions of employment of t ose # o are directly concerned about t em* It pro!ides a solution to t e problem of sic'ness in t e industry Q ensures old a%e pension benefits Q ot er frin%e benefits*
It builds up a system of industrial &urisprudence by introducin% ci!il ri% ts I

t e industry* In ot er #ords$ it ensures t at t e mana%ement is conducted by rules rat er t an by arbitrary decisions*

COLLECTIVE BARGAINING PROCESS

- ere are t#o sta%es in collecti!e bar%ainin%$ !i0*$ ?i3 t e ne%otiation sta%e Q ?ii3 t e sta%e of contract administration*
1. N*</,-',-/0 F'! I5*0,-6-.',-/0 /6 P(/43*&+

- e nature of t e problem influences t e # ole process)# et er t e problem is !ery important t at is to be discussed immediately or it can be postponed for some ot er con!enient time$ # et er t e problem is minor t at it can be sol!ed #it t e ot er party"s acceptance on its presentation Q does not need to in!ol!e t e lon% process of collecti!e bar%ainin% process etc*
F4! P(*2'(-0< 6/( N*</,-',-/0+

7 en it becomes necessary to sol!e t e problem t rou% collecti!e bar%ainin% process$ bot t e parties prepare t emsel!es for ne%otiations*
F.! N*</,-',-/0+ /6 A<(**&*0,

.sually t ere #ill be a c ief ne%otiator # o is form t e mana%ement side* 5e directs Q presides o!er t e process* - e c ief ne%otiator presents t e problem$ its intensity Q nature Q t e !ie#s of bot parties* 7 en a solution is reac ed at$ it is put on t e paper$ ta'in% concerned le%islations into consideration* 4ot parties concerned si%n t e a%reement # ic $ in tern$ become a bindin% contract for bot t e parties*
2. C/0,('., A5&-0-+,(',-/0

Implementation of t e contract is as important as ma'in% a contract* Mana%ement usually distributes t e printed contract$ its terms Q conditions t rou% out t e or%ani0ation* - e union ta'es steps to see t at all t e #or'ers understand t e contract Q implement it* From time to time dependin% upon c an%in% circumstances$ bot amendments* t e parties can ma'e mutually acceptable

SUGGESTIONS FOR EFFECTIVE IMPLIMENTATION OF COLLECTIVE BARGAINING

 .nions s ould be made stron% by creatin% a#areness amon% #or'ers* Interference of political leaders s ould be a!oided* - e unions s ould separate t emsel!es from politics* Go!t* s ould ma'e efforts for t e %ro#t of collecti!e bar%ainin%* Ad&udication s ould be used only as a last resort* Go!t* can ma'e le%islation for compulsory collecti!e bar%ainin% before resortin% to ad&udication* Mana%ement s ould de!elop a positi!e attitude to#ard unions* Muc ead#ay as already been made in t is direction* Presently$ mana%ers are mostly a#are of t e ri% ts of #or'ers* - ey are also reali0in% o# important cooperation bet#een mana%ement Q #or'ers for t e effecti!e functionin% of an or%ani0ation* As suc $ t ey are no# encoura%in% ne%otiations Q amicable solutions*

INDUSTRIAL CONFLICTS

All t e issues refer to collecti!e bar%ainin% may not be settled to t e satisfactions of bot t e parties* Suc issues result in Industrial Conflicts*
DEFINITION OF DISPUTE " CONFLICT

Accordin% to t e Industrial 6isputes Act$ 2J<I$ Section 8?'3$ +Industrial dispute means any dispute or difference bet#een employers Q employers$ or bet#een employers Q #or'men or bet#een #or'men Q #or'men$ # ic is connected #it t e employment or non employment or term of employment or #it t e conditions of labour of any person*,
CAUSES OF INDUSTRIAL CONFLICTS

It is not easy to identify a sin%le factor as a cause of industrial conflicts as multifarious causes blended to%et er result in industrial disputes* 6eep seated Q more basic causes of disputes can be identified t rou% in dept probe$ t ou% surface manifestations appear to be responsible for conflicts* - e relati!e importance of t ese causes$ # en more t an presents$ is often !ery difficult to %au%e* Accordin% to Mu' er&ee$ +- e de!elopment of capitalistic enterprise$ # ic means t e control of t e tools of production by t e small entrepreneur class as brou% t to t e fore t e acute problem of friction bet#een mana%ement Q labour t rou% out t e #orld*, Causes of industrial conflicts may be %rouped into four cate%ories$ Industrial factors$ Mana%ement"s attitude to#ards #or'ers$ Go!ernment mac inery Q Ot er causes*

TYPES OF INDUSTRIAL CONFLICT S,(-C*

A stri'e is a spontaneous and concerted #it dra#al of t e labour from production temporarily* It is a collecti!e stoppa%e of #or' by %roup of #or'ers for pressurin% t eir employer to accept certain demands* - e industrial disputes act 2J<I as define a stri'e as +an assertion of #or' by a body of persons*, employed in an industry actin% in combination$ or a concerted refusal or a refusal under a common understandin% of any no of persons # o are or a!e been so employed to continue to #or' or to accept employment* Stri'es are of se!eral types$ Sympat etic stri'e 7 en a stri'e is underta'en to s o# sympat y #it #or'ers in ot er industries$ it is called as sympat etic stri'e* General stri'e It is a stri'e by all or most of t e unions in a industry or a re%ion .nofficial stri'e It is a stri'e underta'en #it out t e consent of t e unions* Sectional stri'e It is refusal of a section of a %i!en class of #or'ers to perform t eir normal duties* 4umper stri'e It is a stri'e # en t e unions plan to paralyse t e industry$ firm by firm$ t e order bein% c osen by t e union* Suc contributions of t ose # o are still in #or'* Sit do#n stri'e ?also called stay)in$ tool do#n$ pen do#n stri'e3 It is a stri'e in # ic #or'ers cease to perform t is duties but do not lea!e t e place of #or'* Slo#)do#n stri'e stri'es are supported by t e

Rno#n as a G%o)slo#" tactic t e #or'ers do not stop #or'in% but put bra'es to t e normal #ay of doin% t in%s* Li% tnin% stri'e Out of pro!ocation$ #or'ers may %o on stri'e #it out notice or at !ery s ort notice* - ere is an element of surprise in suc cat)call stri'es* 5un%er stri'e -o %ain sympat y from t e public Q %et noticed by t e employer$ #or'ers may decide to fore%o food for a specified period* Small batc es of #or'ers may also %o on a relay un%er stri'e in a se(uential order* Suc non)!iolence protests %enerally brin% moral pressure on employers to iron out t e differences #it (uic'ly*
L/.C1/%,+

Loc')out is t e counterpart of stri'e* It is a #eapon a!ailable to t e employer to close do#n t e factory till t e #or'ers a%ree to resume #or' on t e conditions lead do#n by t e employer* - e industrial 6ispute Act of 2J<I defined it as +t e closin% of a place of an employment$ or t e suspension of #or' or t e refusal of an employer to continue to employ any number of persons employed by im,* If it is impossible to meet t e demand of #or'ers$ employers may decide to %o for loc')out* 5e may also dra# t e s utter do#n so as to brin% psyc olo%ical pressure on t e #or'ers to a%ree to is condition or face closure of t e unit*
G7*('/

G erao means to surround* In t is met od a %roup of #or'ers initiate collecti!e action aimed at pre!entin% members of t e mana%ement from lea!in% t e office* - is can appen outside t e factory premises too* - e persons # o are gheraoed are not allo#ed to mo!e for a lon% time$ sometimes #it out food or #ater* - e National Commission on Labour$ # ile refusin% to accept it as a form of industrial protest$ opined t at % eraos tend to inflict p ysical duress ?as a%ainst economic pressure3 on t e persons affected Q endan%er not only industrial armony but also create problems of la# Q order*

P-.C*,-0< > B/)./,,

In pic'etin% #or'ers carry B display si%ns$ banners Q play card ?in connection #it t e dispute3 Q pre!ent ot ers from enterin% t e place of #or' Q persuade ot ers to &oin t e stri'e* 4oycott aims at disruptin% t e normal functionin% of an enterprise* - rou% forceful appeals Q ne%ati!e be a!ioral acts$ stri'in% #or'ers pre!ent ot ers from enterin% t e place of #or' Q persuade t em not to cooperate #it t e employer*

PREVENTION OF INDUSTRIAL CONFLICTS

Pre!ention of industrial disputes may a!e different met ods* - ese met ods +co!er t e entire field of relations bet#een industry Q labour Q include enactment Q enforcement of pro%ressi!e le%islation$ #or's committees Q councils$ #a%e boards$ Q trade boards$ profit s arin% Q co)partners ip$ education$ ousin%$ #elfare #or' Q all suc measures # ic can brid%e t e %ap bet#een t e employers Q t e employed*, - e si%nificant pre!enti!e measures may be broadly outlined as belo#1

P(*8*0,-/0 M*'+%(*+ /6 I05%+,(-'3 C/063-.,+

Labour 7elfare Officer

Standin% Orders

Grie!ances Procedure

/oint Consultation

Stron% -rade .nions

/oint Consultations

Collecti!e 4ar%ainin%

Labour Co)partners ip Q Profit S arin%

L'4/%( =*36'(* O66-.*(

Sec* <J ?23 Q ?83 of t e factories act$ 2J<K$ specifies t at e!ery factory # erein >DD or more #or'ers are ordinarily employed$ at least 2 officer must be appointed$ # ere t e number of #or'ers are in e:cess of 8$>DD$ t e assistance Q or additional #elfare officers are re(uired to be appointed to assist t e #elfare officer*

S,'05-0< /(5*(+

Ma&ority of t e industrial disputes are related to conditions of employment* -o pre!ent t e industrial conflict relatin% to employment conditions$ standin% orders are formulated* It #as made obli%atory t at standin% orders s ould %o!ern t e conditions of employment under t e industrial employment ?standin% orders3 act of 2J<C* - e standin% orders re%ulate t e conditions of employment from t e sta%e of entry to t e sta%e of e:it or retirement* Standin% orders act as a code of conduct for t e employees durin% t e #or'in% life of employees as t ey pro!ide do"s Q do nots*
G(-*8'0.* 2(/.*5%(*

Grie!ances %enerally arise from day N to N day #or'in% relations* Grie!ances of t e employees are redressed by t e mana%ement* Mana%ement can pre!ent t e occurrence of industrial disputes by sol!in% t e indi!idual problems*
C/33*.,-8* 4'(<'-0-0<

As discussed earlier$ collecti!e bar%ainin% elps for settlement of issues Q pre!ention of industrial disputes* Go!ernment also elps trade unions Q %o!t* to come closer to eac ot er Q come to an a%reement*
S,(/0< ,('5* %0-/0+

Stron% trade unions a!e t e stability of members ip$ sound financial position Q ealt y polices* Suc unions t in' Q act constructi!ely for t e mutual benefit of t e employees Q t e mana%ement* - ese practices naturally pre!ent t e industrial conflicts*
L'4/%( ./ K 2'(,0*(+7-2 > 2(/6-, +7'(-0<

Labour co N partners ip Q profit s arin% create a sense of belon%ness amon% t e employees Q t ey fill t at t ey are t e partners in t e company* As suc $ t ey t in' Q act for t e benefit of t e company*
@/-0, ./0+%3,',-/0+

A /oint consultation bet#een t e employees Q employer are t e differences bet#een t em Q pre!ents industrial conflicts*

SETTLEMENT OF CONFLICTS

- e met ods of t e settlement of conflicts %enerally include t ose mentions in t e belo#

1. I08*+,-<',-/0

- is is conducted by a board or court appointed by t e %o!ernment* It may be !oluntary or compulsory* If t e in!esti%ation is conducted on an application by eit er or bot t e parties to t e dispute$ it is !oluntary* If t e Go!ernment appoints a Court of In(uiry to in!esti%ate into a dispute #it out t e consent of t e parties$ it is compulsory* In!esti%ations do not aim at brin%in% about t e settlement of disputes directly$ but by analy0in% t e facts$ t ey aim at brin%in% about an amicable solution* 7 en t e in!esti%ation is compulsory$ t e stri'es Q loc')outs are re(uired to be stopped Q employers s ould not ma'e any c an%e in t e conditions of employment* - e result of in!esti%ation as no serious effect on t e dispute because t e %eneral public is least bot ered to ma'e note of t e dispute*
2. M*5-,',-/0

Anot er attempt to settle disputes is Meditation* In t is met od$ an outsider assists t e parties in t eir ne%otiation* It ta'es place #it t e consent of bot t e parties* - e mediator performs t e messen%er"s &ob for bot t e parties Q e neit er imposes is #ill nor is &ud%ment upon t em* - e main aim of meditation is t e settlement of disputes by brinin% about a !oluntary a%reement* - ere may be t ree 'inds of meditation1 a* - e Eminent Outsider9 b* Non)Go!ernment 4oard9 Q c* Semi)Go!ernment 4oard* If meditation is conducted s'illful Q sympat etically alon% proper lines$ it can brin% about t e ad&ustment of differences t at mi% t ot er#ise contribute to stoppa%e of #or'*

3. C/0.-3-',-/0

- e main ob&ecti!e of a condition Q arbitration is to reunite t e t#o conflictin% %roups in t e industry in order to a!oid interruption of production$ distrust etc* Conciliation is a process by # ic representati!es of bot #or'ers Q employers are brou% t to%et er before a t ird party #it a !ie# to persuadin% t em to arri!e at some sort of settlement* It is an e:tension of collecti!e bar%ainin% #it t ird party assistance* It is t e practice by # ic t e ser!ices of t e neutral t ird party as used in a dispute as a means of elpin% t e disputin% parties to reduce t e e:tent of t eir differences Q to arri!e at an amicable settlement or a%reed solution* It is a process of rational Q orderly discussions of differences bet#een t e parties to a dispute under t e %uidance of a conciliator* Conciliation mac inery consists of a conciliation officer Q board of conciliations* - e conciliator induces t e parties to a course of action* 5e plays t e role of an inno!ator$ protector$ discussion leader$ stimulator$ ad!isor$ face sa!er* 5e acts as a safety !alue Q a communication lin'* - e tas' of conciliation is to offer ad!ice Q ma'e su%%estions to t e dispute on contro!ersial issues* 4. V/3%0,'() A(4-,(',-/0 If t e t#o parties to t e dispute fail to come to an a%reement$ eit er by t emsel!es or #it t e elp of a mediator or conciliator$ # o a%rees to submit t e dispute to an impartial aut ority$ # ose decision$ t ey are ready to accept* - e essential elements in !oluntary arbitration are1 - e !oluntary submission of dispute to an arbitration9 - e subse(uent attendance of #itness Q in!esti%ations Q - e enforcement of an a#ard may not be necessary*

5. C/&2%3+/() A(4-,(',-/0 " A5I%5-.',-/0

7 ere trade unions are #ee'$ t e met od of Compulsory Arbitration is used* Compulsory Arbitration is utili0ed %enerally # en t e parties fail to arri!e at a settlement t ou% t e !oluntary met ods* In India$ Compulsory Arbitration is enforced because collecti!e bar%ainin% #as not used for re%ulatin% #a%es Q ot er conditions of employment* It may be said t at Compulsory Arbitration may be at times Q under certain circumstances$ necessary Q desirable* - e nature$ scale Q timin% of state inter!ention s ould be suited to t e needs of different occasions* - e ob&ecti!e of state inter!ention in t e field of industrial relations s ould be to do social &ustice Q ma'e t e #ea'er party e(ually stron% to enable it ultimately to stand Q sur!i!e on its o#n Q settle its differences t rou% ne%ations Q collecti!e bar%ainin%* Compulsory Arbitration is one # ere t e parties are re(uired to arbitrate #it out any #illin%ness on t eir part* Any one of t e parties may apply to t e appropriate %o!ernments to refer t e dispute to ad&udication mac inery*

2(/&/,-/0

7 en t ere are !acancies in an or%ani0ation$ t ey can be filled up by t e internal or e:ternal candidates* - ou% t e or%ani0ation prefers to fill up t e !acancies by t e e:ternal candidates t rou% t e selection procedure$ t e internal candidates may also apply for post and may be tested and selected for i% er le!el &ob in t e or%ani0ational ierarc y at par #it e:ternal candidates* Is suc up#ard mo!ement of an employee a promotion@ Or it is purely selection@ It is purely a selection* If t e or%ani0ation prefers to fill a !acancy only by t e internal candidates$ it assi%ns t at i% er le!el &ob to t e selected employee from #it in t rou% mo!ement can be said as promotion* L D*6-0-,-/0#1 +Promotion is ad!ancement of an employee to a better &ob) better in terms of %rater responsibility$ more presti%e or status$ %reater s'ills and especially increased rate of pay or salary*, ) Paul Pi%ors and C arles A* Myers* ierarc y$ promotion tests* Suc up#ard

+- e up#ard reassi%nment of an indi!idual in an or%ani0ational income t ou% not al#ays so*,

accompanied by increased responsibilities$ en anced status and usually #it increased ) Arun Monappa and Mir0a S* Saiyadain* Promotion is t e reassi%nment of a i% er le!el &ob to an internal employee #it dele%ation of responsibilities and aut ority re(uired to perform t at i% er &ob and normally #it performin%* 83 - e employee #ill naturally be dele%ated #it %reater responsibility and aut ority t an # at e as ad earlier* ;3 Promotion normally accompanies i% er pay* Promotion may be temporary or permanent dependin% upon t e or%ani0ational needs and employee performance* i% er pay* - us$ t e main conditions of promotion are1) i% er le!el &ob to an employee t an # at e is presently 23 Reassi%nment of

S P%(2/+* /6 2(/&/,-/0#1 Or%ani0ations promote t e employee #it a !ie# to ac ie!e t e follo#in% purposes1) 23 -o utili0e t e employee"s s'ills$ 'no#led%e at t e appropriate le!el in t e or%ani0ational ierarc y resultin% in or%ani0ational effecti!eness and employee satisfaction* 83 -o de!elop competent spirit and inculcate t e 0eal in t e employees to ac(uired t e s'ills$ 'no#led%e etc* re(uired by i% er le!el &obs* ;3 -o de!elop competent internal source of employees ready to ta'e up &obs at i% er le!el in t e c an%in% en!ironment* <3 -o promote employee"s self de!elopment and ma'e t em a#ait t eir turn of promotions* It reduces labour turno!er* >3 -o promote a feelin% of content #it t e e:istin% conditions of t e company and a sense of belon%in%ness* C3 -o promote interest in trainin%$ de!elopment pro%rammers and in team de!elopment areas* I3 -o build loyalty and to boost morale* K3 -o re#ard committed and loyal employees* J3 -o %et rid of t e problems created by t e leader of #or'ers" unions by promotin% t em to t e officer" le!els # ere t ey are less effecti!e in creatin% problems* M*(-, '+ ' 4'+-+ /6 2(/&/,-/0#1 Merit is ta'en to denote an indi!idual employee"s s'ills$ 'no#led%e$ ability$ efficiency and aptitude as measured from educational$ trainin% and past employment record* - e merits of merit system of promotion are1 23 - e resources of i% er order of an employee can be better utili0ed at a i% er le!el* It result in ma:imum utili0ation of uman resources in an or%ani0ation 83 Competent employees are moti!ated to e:ert all t eir resources and contribute t em to t e or%ani0ational efficiency and effecti!eness ;3 It #or's as %olden and)cuffs re%ardin% employee turno!er$ <3 Furt er it continuously encoura%es t e employees to ac(uire ne# s'ill$ 'no#led%e etc* for all)round de!elopment* 6espite t ese ad!anta%es t e merit systems suffer from some 5*&*(-,* - ey are1 23 Measurement or &ud%in% of merit is i% ly difficult*

83 Many people$ particularly trade union leaders$ distrust t e mana%ement"s inte%rity in &ud%in% merit* ;3 - e tec ni(ues of merit measurement are sub&ecti!e* <3 Merit denotes mostly t e past ac ie!ement$ efficiency but not t e future success* 5ence$ t e purpose of promotion may not be ser!ed if merit is ta'en as sole criteria for promotion* S*0-/( '+ ' 4'+-+ /6 2(/&/,-/0 Seniority refers to relati!e len%t of ser!ice in t e same &ob and in t e same or%ani0ation* - e lo%ic be ind considerin% t e seniority as a basis of promotion is t at t ere is a positi!e correlation bet#een t e len%t of ser!ice in t e same &ob and t e amount of 'no#led%e and t e le!el of s'ill ac(uired by an employee in an or%ani0ation* - is system is also based on t e custom t at t e first in s ould be %i!en first c ance in all benefit and pri!ile%es* S Advantages of seniority as a asis of !ro"otion are: 23 It is relati!ely easy to measure t e len%t of ser!ice and &ud%e t e seniority* 83 - ere #ould be full support of t e trade unions to t is system* ;3 E!ery party trust t e mana%ement"s action as t ere is no scope for fa!oritism and discrimination and &ud%ment* <3 It %i!es a sense of certainty of %ettin% promotion to e!ery employee and of t eir turn of promotion* >3 Senior employees #ill a!e a sense of satisfaction to t is system as t e older employees are respected and t eir inefficiency cannot be pointed out* C3 It minimi0es t e scope for %rie!ances and conflicts re%ardin% promotion* I3 - is system seems to reser!e t e purpose in t e sense t at employees may learn more #it increase in t e len%t of ser!ice*

In s!ite of t#ese "erits$ t#is syste" a%so s&ffers fro" 'ertain %i"itations( - ey are1

23 - e assumption t at t e employees learn more relati!ely #it len%t of ser!ice is not !alid as t is assumption as re!erse effect* In ot er #ords employees learn up to a certain a%e and beyond t at sta%e t e learnin% ability of t e co%niti!e process diminis es* 83 It denominates t e youn% and more competent employees and results in employee turno!er particularly amon% t e dynamic force* ;3 It 'ills t e 0eal and interest to de!elop as e!erybody #ill be promoted #it or #it out impro!ement* <3 Or%ani0ational effecti!eness may be diminis es t rou% t e deceleration of t e uman resource effecti!eness as t e undynamic and old blood* >3 /ud%in% t e seniority t ou% it seems to be in t e t eoretical sense* it is i% ly difficult in practice as t e problems li'e &ob seniority$ company seniority$ 0onalBre%ional seniority$ ser!ice in different or%ani0ations$ e:perience as apprentice trainee$ trainee$ researc er$ len%t of ser!ice not only by days but ours and minutes #ill crop up* - us t e t#o main basic of promotion en&oy certain ad!anta%es and at t e same time suffer from certain limitations* 5ence$ a combination of bot re%arded as an effecti!e basis of promotion* S*0-/(-,)1.%&1&*(-, Mana%ement mostly prefers merit as t e basis of promotion as t ey are interested in enric in% its uman resources* 4ut trade union fa!our seniority as t e sole basis for promotion #it a !ie# to satisfy t e interests of ma&ority of t eir members* 5ence a combination of bot seniority and merit can be considered as t e basis for promotion satisfyin% t e mana%ement for or%ani0ational effecti!eness and employees and trade union for respectin% t e len%t of ser!ice* A balance bet#een seniority and merit s ould be struc' and a ne# basis is to be de!eloped* - ere are se!eral #ays in stri'in% t e balance bet#een t ese t#o basis*!i01) 23 Minimum length of service and merit:.nder t is met od all t ose employees # o complete t e minimum ser!ice$ say fi!e years$ are made eli%ible for promotion and t en merit is ta'en as t e sole criteria for selectin% t e employee for promotion from t e eli%ible candidates* Most of t e of t em may be uman resource consists of mostly

commercial ban' in India

as been follo#in% t is met od for promotin% t e

employees from cler'"s position to officer"s position* 83 Measurements of seniority and merit through a common factor. ;3 Minimum merit and seniority:In contrast to t e earlier met ods$ minimum score of merit # ic is necessary for t e acceptable performance on t e future &ob is determined and all t e candidates # o secure minimum score are declared as eli%ible candidates* Candidates are selected for promotion based on t eir seniority only from t e eli%ible candidates*

S B*0*6-, /6 2(/&/,-/0#1 23 Promotion places t e employees in a position # ere an employee"s s'ills and 'no#led%e can be better utili0ed* 83 It creates and increases t e interest of t e ot er employees in t e company as t ey belie!e t at t ey #ill also %et t eir turn* ;3 It creates amon% employees a feelin% of content #it t e e:istin% conditions of #or' and employment* <3 It increases interest in ac(uirin% i% er (ualifications$ in trainin% and in self de!elopment #it a !ie# to meet t e re(uirement of promotion >3 Promotion impro!es employee morale and &ob satisfaction* C3 .ltimately it impro!es or%ani0ational ealt *

S P(/43*&+ =-,7 2(/&/,-/0#1 - ou% promotions benefit t e employee and t e or%ani0ation$ it creates certain problems* - ey are disappointment of t e candidates$ refusal of promotions etc* Promotion disappointment some employees:-

Some employees # o are not promoted #ill be disappointed # en t eir collea%ues #it similar (ualifications and e:perience are promoted eit er due to fa!oritisms or due to lac' of systematic promotion policy* Employee may de!elop ne%ati!e attitude and reduce t eir contributions to t e or%ani0ation and pre!ent or%ani0ational and indi!idual ad!ancement* Some employee refuse promotion:- ere is a %eneral tendency t at employee accept promotion* 4ut t eir are se!eral incidents # ere employees refuse promotions* - ese include promotion to%et er #it transfer to an up#ard place$ promotion t at le!el # ere t e employee feels t at e #ill be (uite incompetent to carry out t e &ob$ dele%ation of un#anted responsibilities$ and # en trade union leader feel t at promotion causes dama%e to t eir position in trade union* - e ot er problems associated #it t e promotion are1 some superiors #ill not relie!e t eir subordinates # o are promoted because of t eir indispensability in t e present &ob and ine(uality in promotional in different departments$ re%ions and cate%ories of &obs* Promotion problems can be minimi0ed t ou% a career counselin% by t e superiors and by formulatin% a systematic promotion policy*

S P(/&/,-/0 2/3-.) E!ery or%ani0ational as to specify clearly its policy re%ardin% promotion based on its corporate policy* - e c aracteristics of a systematic promotion policy are1

23 It s ould be considered t e sense t at policy s ould be applied uniformly to all employees irrespecti!e of t e bac'%round of t e persons$ 83 It s ould be fair and impartial* In ot er #ords it s ould not %i!e room for nepotism$ fa!oritism etc*$ ;3 Systematic line of promotion c annel s ould be incorporated <3 It s ould pro!ide e(ual opportunities fro promotion in all cate%ories of &obs$ departments$ and re%ions of an or%ani0ation >3 It s ould insure open policy in t e sense t at e!ery eli%ible employee s ould be considered for promotion rat er t an a closed system # ic consider only a class of employees C3 It s ould contain clear cut norms and criteria for &ud%in% merit$ len%t or ser!ice$ potentiality etc* I3 Appropriate aut ority s ould be entrusted #it t e tas' of ma'in% final decision K3 Fa!oritism s ould not be ta'en as a basis for promotion J3 It s ould contain promotional counselin%$ encoura%ement$ %uidance and follo#)up re%ardin% promotional opportunity$ &ob re(uirement and ac(uirin% t e re(uired s'ills$ 'no#led%e etc* it s ould also contain reinforcin% t e future c ances in t e mind of re&ected candidates and a pro!ision for c allen%in% t e mana%ements decision and action by employee or union #it in t e limits of promotion policy*

S T)2*+ /6 P(/&/,-/0
As already noted$ a promotion in!ol!es an increase in status$ responsibilities and pay* 4ut$ in certain cases$ only t e pay increases$ and t e ot er elements remain sta%nant* In ot er cases$

t e status only increases #it out a correspondin% increase in pay or responsibilities* 6ependin% on # ic elements increase and # ic remain sta%nant$ promotions may be classified into t e follo#in% types1 ! "ori#ontal Promotion:- is type of promotion in!ol!es an increase in responsibilities and pay$ and a c an%e in desi%nation* 4ut t e employee concerned does not trans%ress t e &ob classification* For e:ample$ a lo#er di!ision cler' is promoted as an upper di!ision cler'* - is type of promotion is referred to as up%radin%= t e position of an employee* $! %ertical Promotion:- is type of promotion results in %reater responsibility$ presti%e and pay$ to%et er #it a c an%e in t e nature of t e &ob* A promotion is !ertical # en a canteen employee is promoted to an uns'illed &ob* - e concerned employee naturally trans%resses t e &ob classification* ;3 Dry Promotions:6ry promotions are sometimes %i!en in lieu of increases in remuneration* 6esi%nations are different but no c an%e in responsibilities* - e promotee may be %i!en one or t#o annual increments*

T('0+6*(
S M*'0-0<#1 -ransfer is defined as + a lateral s ift causin% mo!ement of indi!iduals from one position to anot er usually #it out in!ol!in% any mar'ed c an%e in duties$ responsibility$ s'ills needed or compensation,

-ransfer is also defines as +t e mo!in% of an employee from one &ob to anot er* It may in!ol!e a promotion$ demotion or no c an%e in &ob status ot er t an mo!in% from one &ob to anot er*, 5o#e!er transfer is !ie#ed as c an%e in assi%nment in # ic t e employee mo!es from one &ob to anot er in t e same le!el of ierarc y re(uirin% similar s'ill in!ol!in% appro:imately same le!el of responsibility$ same status and same le!el of pay* - us promotion is up#ard reassi%nment of &ob9 demotion is a do#n#ard &ob reassi%nment # ereas transfer is a latter or ori0ontal &ob reassi%nment* S P%(2/+*+ /6 ,('0+6*(#1 - e transfer in an or%ani0ation may be due to any one of t e follo#in% reasons1 ?23 %ariation in the volume of &or': -ransfers are necessary due to !ariation in t e !olume of #or' in *different departmentsBsections* S orta%e of employees or increase in t e #or' in one department due to different reasons leads to transfer of employees from ot er departments to t at department* 7or'ers are transferred from surplus department to anot er department # ere t ere is s orta%e of staff* ?83 Providing training to employees: -ransfers are made for pro!idin% opportunities to employees for trainin% and de!elopment*

?;3 (ectification of poor placement: -ransfers are necessary for t e rectification of poor placement made in t e initial period* Similarly$ transfers are necessary in order to utili0e t e ser!ices of an employee in t e best possible manner*

?<3 Satisfying personal needs of employees: -ransfers are necessary in order to satisfy t e personal needs ?personal difficulties3 of t e employees* - ey include family problems$ sic'ness$ and education of c ildren and so on* Suc transfers ta'e place especially amon% female employees* Female employees #ant transfer to &oin t eir usbands* - is leads to transfers* 7or'ers demand transfers # en t e climate of t e place of #or' is not suitable to t em* 5ere$ transfers are basically for t e con!enience of employees*

?>3 Meeting mutual needs of employees: -ransfers are$ sometimes$ made in order to meet t e mutual needs of t#o employees* It is a type of mutual e:c an%e and is usually accepted by t e mana%ement*

?C3 Meeting organi#ational needs: -ransfers are necessary in order to meet t e or%ani0ational needs de!eloped out of e:pansion pro%rammers or fluctuations in #or' re(uirements or c an%es in t e or%ani0ational structure or droppin% of e:istin% product lines* For e:ample$ senior and e:perienced #or'ers and super!isors are transferred to ne# plantsBfactories in order to mana%e t e #or' smoot ly*

?I3 Solution to poor performance: -ransfers are$ sometimes$ made # en t e #or'er fails to perform is &ob efficiently* 5e is transferred to a ne# place or post and is %i!en an opportunity to impro!e is performance at a ne# place* 5ere$ transfer is treated as a better alternati!e to outri% t dismissal*

?K3 )voiding fatigue and monotony: -ransfers are made for a!oidin% fati%ue and monotony of #or' in t e case of employees* - e producti!ity of an employee may decline due to monotony of is or er &ob* -o brea' t is monotony$ t e employee is transferred*

?J3 Giving punishment for negligence: -ransfers are sometimes made as a punis ment for ne%li%ence and indiscipline on t e part of an employee*

?2D3 (ectification of poor personal relations: - e relations bet#een t e #or'er and is superior may not be smoot and cordial* - is may affect t e #or' of t e department* One met od to sol!e t is problem is to transfer t e #or'er from t at department to some ot er suitable department* - is transfer may be necessary for remo!al of t e incompatibilities bet#een t e #or'er and isB er boss or bet#een one #or'er and t e ot er*

?223 Providing convenience to employees: -ransfers are made to elp employees to #or' accordin% to t eir con!enience* Suc transfers are also called s ift transfers*

?283 *o provide relief and to punish employees: -ransfers may be made in order to %i!e relief to t e employees # o are o!erburdened or are #or'in% under ea!y ris's or tension o!er a lon% period* Similarly$ on certain occasions transfers are made for indul%in% in undesirable acti!ities* - ey may be made as a disciplinary action for serious mista'es on t e part of employees* - is practice is #idespread mainly in %o!ernment offices and police department* Problem employees are transferred to some ot er &obs or to remote places*

Ty!es of Transfers 4roadly spea'in%$ transfers may be classified into t ree types1 2* - ose desi%ned to en ance trainin% and de!elopment* 8* - ose ma'in% possible ad&ustment to !aryin% !olumes of #or' #it in t e firm* ;* - ose desi%ned to remedy t e problem of poor placement* Specifically$ transfers may be production$ replacement$ !ersatility$ s ift and remedial* )* +rod&'tion Transfers:, As mentioned earlier$ a s orta%e or surplus of t e labour force is common in different departments in a plant or se!eral plants in an or%ani0ation* Surplus employees in a department a!e to be laid off$ unless t ey are transferred to anot er department* -ransfers affected to a!oid suc imminent lay)offs are called production transfers* -* Re!%a'e"ent Transfers:, Replacement transfers$ too$ are intended to a!oid imminent lay)offs$ particularly$ of senior employees* A &unior employee may be replaced by a senior employee to a!oid layin% off t e latter* A replacement transfer pro%rammed is used # en all t e operations are declinin%$ and is desi%ned to retain lon%)ser!ice employees as lon% as possible*

.* Versati%ity Transfers:,

Mersatility transfers are effected to ma'e employees !ersatile and competent i more t an one s'ill* Clerical employees in ban's$ for e:ample$ are transferred from one section to anot er o!er a period of time so t at t ey may ac(uire t e necessary s'ills to attend to t e !arious acti!ities$ at t e ban'* Mersatile operations are !aluable assets durin% rus periods and periods # en #or' is dull* Mersatile transfers may be used as a preparation for production or replacement transfers

/* S#ift Transfers:, Generally spea'in%$ industrial establis ments operate more t an one s ift* -ransfers bet#een s ifts are common$ suc transfers bein% made mostly on a rotation basis* -ransfers may also be affected on special re(uests from employees* Some re(uest a transfer to t e second s ift or t e ni% t s ift in order to a!ail t e free time durin% t e day to ta'e up part time &obs$ alt ou% t is is not permitted by la#*

0* Re"edia% Transfers:, Remedial transfers are affected at t e re(uest of employees and are$ t erefore$ called personal transfers* Remedial transfers ta'e place because t e initial placement of an employee may a!e been faulty or t e #or'er may not %et alon% #it is or er super!isor or #it ot er #or'ers in t e department* 5e or s e may be %ettin% too old to continue in is or er re%ular &ob$ or t e type of &ob or #or'in% conditions may not be #ell)adapted to is or er present ealt or accident record* If t e &ob is repetiti!e$ t e #or'er may sta%nate and #ould benefit by transfer to a different 'ind of #or'* S R*'+/0+ 6/( ,('0+6*(# -ransfers are of basically of t ree cate%ories$ !i0$ employee initiated transfer$ and company initiated transfer and public initiated transfers* )* E"!%oyee initiated transfer:, - ese transfers are also 'no#n as personal transfers* - ese transfers are primarily in t e interest of t e employee and accordin% to is con!enience and desire* Furt er$ t is transfer can be classified into temporary and permanent transfers* a! *emporary transfers: )

- e reasons for employee initiated temporary transfers are1 23 6ue to ill ealt or in!ol!ement of employee in accidents$ 83 6ue to family problem li'e ta'in% care of old parents$ ;3 6ue to ot er ad oc problem li'e pursuin% i% er education$ +! Permanent transfers:- ere are se!eral reasons for employee initiated permanent transfers* Employee prefers transfers1 23 6ue to c ronic ill ealt or permanent disablement caused by accident$ 83 6ue to family problems li'e ta'in% care of domestic affairs in is nati!e place$ ;3 7it a !ie# to correct is #ron% placement* Employee may not be interested #it t e #or' or #or'in% condition or en!ironment of is present &ob and ence may re(uire a transfer$ <3 In order to reli!e im from t e monotony or boredom caused due to doin% t e same &ob for year to%et er$ >3 -o a!oid conflict #it is superior* If most of t e employees #or'in% under t e same superior re(uest for a transfer$ t e situation s ould be corrected by ot er means li'e de!elopin% t at superior in interpersonal s'ills etc* rat er t an transferrin% t e subordinates$ C3 7it a !ie# to searc for c allen%in% and creati!e &ob$ I3 7it a !ie# to searc for &ob #it opportunities for ad!ancement to a i% er le!el &ob$ opportunities for ad!ancement to a i% er le!el &ob$ opportunities for financial %ains etc*

-* Co"!any initiated transfer:, -ransfer is also at t e initiati!e of t e company* - ey can be classified into temporary and permanent* a3 *emporary transfers: reasons for t e company initiated temporary transfers are1 23 6ue to temporary absenteeism of employees$ 83 6ue to fluctuation in (uality of production and t ereby in #or' load$ ;3 6ue to s ort !acations* b3 Permanent transfer: - reasons for t e company initiated permanent transfer are1 23 C an%es in t e (uality of production$ lines of acti!ity$ tec nolo%y$ or%ani0ational structure as discussed earlier$

83 -o impro!e t e !ersatity of employees$ ;3 -o impro!e t e employee &ob satisfaction$ <3 -o minimi0e bribe order)processin% corruption* .* +& %i' initiated transfers:, Public also initiate t e transfers %enerally t rou% t e politiciansB %o!ernment for t e follo#in% reasons1 23 If an employee"s be a!ior in t e society is a%ainst t e social norms order) processin% if e indul%es in any social e!ils* 83 If t e function of an employee is a%ainst t e public interest* - e ma&our dra#bac' of public initiated transfer is t e politicalisation of t e issue* Some employees may be transferred fre(uently because of political !ictimi0ation and company initiated transfer of some employees may be stopped due to political fa!oritism* - is dra#bac' is more se!ere in %o!ernment departments and public sector unit*

Benefit of transfer: -ransfers benefit bot t e employees and t e or%ani0ation* -ransfer reduce employee"s monotony$ boredom etc* and increase employees &ob satisfaction* Furt er t ey impro!es employee"s s'ills$ 'no#led%e etc* t ey correct erroneous placement and interpersonal conflicts* - us$ t ey impro!e employee"s morale* Furt er t ey prepare t e employee to meet t e or%ani0ational e:i%encies and meet t e fluctuation in business and or%ani0ational re(uirements* - us$ t ey en ance uman resource contribution to or%ani0ational effecti!eness* +ro %e"s of transfer: 6espite t ese benefit some problems are associated #it transfers* - ey are1

23 Ad&ustment problem to t e employee to t e ne# &ob$ place$ en!ironment$ superior and collea%eoues$ 83 -ransfer from one place to anot er cause # ic incon!enience and cost to t e employees and is family members relatin% to ousin%$ education to c ildren etc* ;3 transfer from one place to anot er result in loss of Mondays$ <3 Company initiated transfer result in reduction in employee contribution >3 6iscriminatory transfer affects employees" morale$ &ob satisfaction$ commitment and contribution* 5o#e!er$ t ese problems can be minimi0ed t rou% formulatin% a systematic transfer policy* -ransfer policy1 or%ani0ation s ould specify t eir policy re%ardin% transfers* Ot er#ise superiors may transfer t eir subordinates arbitrarily if t ey do not li'e t em* It causes frustration amon% employees* Similarly$ subordinates may also re(uest fro transfer e!en for t e petty issues* Most of t e people may as' for transfer to ris' less and easy &ob and places* As suc or%ani0ation may find it difficult to mana%e t e transfer policy* Systematic transfer policy s ould contain t e follo#in% items1 23 Specification of circumstances under # ic an employee #ill be transferred in t e case of company initiated transfer* 83 Specification of superior # o is aut ori0ed and responsible to initiate a transfer ;3 /obs from and to # ic transfers #ill be made based on t e &ob specification$ description and classification etc* <3 - e re%ion order)processin% unit of t e or%ani0ation #it in # ic transfer #ill be administrated* >3 Reasons # ic #ill be considered for personal transfers t eir order of priority etc* C3 Reasons for mutual transfer of employees* I3 Norms to decide priority # en t#o order)processin% more employees re(uest for transfer li'e priority of reasons$ seniority* K3 Specification of basis for transfer li'e &ob analysis* Merit$ len%t of ser!ice* J3 Specification of pay$ Allo#ances$ benefit etc* t at are to be allo#ed to t e employee in t e ne# &ob* 2D3 Ot er facility to be e:tended to t e transferee li'e special lea!e durin% t e period of transfer* Special allo#ance for pac'a%in% lu%%a%e$ transportation etc*

Generally$ line mana%ers administer t e transfers and personnel mana%ers assist t e line mana%ers in t is respect*

D*&/,-/0

- e remainin% type of internal mobility is demotion* It is t e opposite of promotion* 6emotion is t e reassi%nment of a lo#er le!el &ob to an employee #it dele%ation of responsibility and aut ority re(uired to perform t at lo#er le!el &ob and normally #it lo#er le!el pay* Or%ani0ations use demotion less fre(uently as it affects employee career prospects and morale* S N**5 6/( 5*&/,-/0+# 6emotions are necessary for follo#in% reasons1

)* Uns&ita i%ity of t#e e"!%oyee to #ig#er %eve% 1o s: Employees are promoted based on t e seniority and past performance* 4ut$ some of t e employees promoted on t ose bases may not meet t e &ob re(uirements of t e i% er le!el &ob* In most cases employees are promoted to t e le!el of t e incompetence* Some employees selected for i% er le!el &obs may pro!e to be incompetent I doin% t at &ob* Suc employees may be demoted to t e lo#er le!el &obs # ere t eir s'ill$ 'no#led%e and aptitude suit to t e &ob re(uirements* -* Adverse &siness 'onditions: Generally ad!erse business conditions force t e or%ani0ation to reduce (uality of production$ #it dra#al of some lines of products$ closure of certain department order) processin% plants* In addition$ or%ani0ations resort to economy dri!es* Conse(uently or%ani0ations minimi0e t e number of employees* /unior employees #ill be retrenc ed and senior employees #ill be demoted under suc conditions* .* Ne2 te'#no%ogy and ne# met ods of operation demand ne2 and #ig#er %eve% s3i%%s( If t e e:istin% employees do not de!elop t emsel!es to meet t ose ne# re(uirements$ or%ani0ations demote t em to t e lo#er le!el &obs # ere t ey are suitable* For e:ample$ teac er andlin% 2D-5 class #ere demoted to t e le!el of K -5 class teac ers # en t e syllabus #ere re!ised and t e teac ers #ere found misfit e!en after trainin% in one sc ool in And ra Prades * /* E"!%oyees are de"oted on dis'i!%inary gro&nds( - is is one of t e e:treme steps and as suc or%ani0ations rarely use t is measure* - ou% t e demotion seems to be simple it ad!ersely affects t e employee morale* /ob satisfaction etc* as it reduces employee status not only in t e or%ani0ation but also in t e society in addition to reduction in responsibility aut ority and pay* 5ence$ t ere s ould be a systematic demotion policy* S D*&/,-/0 2/3-.)# Or%ani0ation s ould clearly specify t e demotion policy* Ot er#ise t e superiors demote t e employees accordin% to t eir # ims and fancies* Systematic demotion policy s ould contain follo#in% items1

23 Specification of circumstances under # ic an employee #ill be demoted$ li'e reduction in operations$ indisciplinary cases* 83 Specification of a superior # o is aut ori0ed and responsible to initiated a demotion ;3 /obs from and to # ic $ demotions #ill be made and specification of lines order) processin% ladders of demotion* <3 Specification of basis for demotion li'e len%t of ser!ice$ merit order)processin% bot * >3 It s ould pro!ide for open policy rat er t an a closed policy* C3 It s ould contain clear cut norms for &ud%in% merit and len%t of ser!ice* I3 Specification of nature of demotion i*e*$ # et er it is permanent order)processin% temporary if it as a disciplinary action it s ould also specify t e %uidelines for determinin% t e seniority of suc demoted employee*

PARTICIPATIVE MANAGEMENT

M*'0-0< /6 P'(,-.-2',-8* M'0'<*&*0,

- e concept of participati!e mana%ement is closely related #it #or'ers #it t e concept of industrial democracy* Employee"s participation in mana%ement means associatin% t e decision)ma'in% process* It is a type of mental Q emotional in!ol!ement of #or'ers in industrial mana%ement* In industrial democracy$ t e opinion Q su%%estions of #or'ers are ta'en into account # ile framin% policies particularly t ose$ # ic are directly connected #it t em or affect t em directly* - e concept of participati!e mana%ement de!eloped in 7estern countries Q as pro!ed to be successful* As a result$ it ac(uired #orld)#ide reco%nition Q popularity* Participation in an emotional in!ol!ement of employees in t e #or'in% of t eir company* It is a process of %i!in% Q s arin% !ie#s$ ideas Q information in bet#een t e employer Q employees t rou% certain c annels B mec anism*

F*',%(*+ /6 P'(,-.-2',-8* M'0'<*&*0,

2* $-<7*( +,',%+ ,/ *&23/)**+# In participati!e mana%ement$ employees are %i!en i% er status #it po#er of participate in t e decision)ma'in% Q runnin% of t eir business enterprise* 8* P(/8-5*+ 2+).7/3/<-.'3 +',-+6'.,-/0 ,/ *&23/)**+# Participation is an emotional in!ol!ement of employees in t e #or'in% of t eir company* As a result$ some mana%ement decisions are as per t e e:pectations of employees* - is %i!es psyc olo%ical satisfaction to employees* - ey feel t at t ey are %i!en better status Q treatment Q not treated merely as #a%e earners* ;* S2*.-'3 ',,*0,-/0 ,/ 8-*= /6 *&23/)**+# - e !ie#s of employees are %i!en special attention in re%ard to follo#in% matters1 Social Matters1 5ours of #or'$ #or' rules$ #elfare facilities$ safety$ sanitation$ ealt $ etc* Personnel1 Recruitment$ promotions Q transfers$ settlement of %rie!ances$ #or' distribution$ olidays$ etc* Economic1 Automation$ lay)offs$ production sc edule$ production met ods$ etc* <* U0-8*(+'33) (*./<0-J*5 ./0.*2,# It is introduced in different countries in different forms* >* P'(,-.-2',-/0 -+ -05-(*.,# Employees participation in t e mana%ement is indirect i*e* t rou% t e representati!es of employees* 7or's comities$ etc* C* B(-0<+ *&23/)**+ > &'0'<*&*0, .3/+%(*# It facilitates meanin%ful communication bet#een mana%ement Q employees$ # ic ensures cordial industrial relations* I* B*0*6-.-'3 ,/ 4/,7 2'(,-*+# - e participati!e mana%ement #ill be beneficial to bot parties only # en company"s mana%ement is professional or can ma'e industrial pro%ressi!e* K* R*8/3%,-/0'() ./0.*2,# It is a po#erful tool$ # ic democracy a reality* J* C/0.*2, 7'+ 3-&-,',-/0+# Employees #ill not be allo#ed to participate in financial Q ot er decisions of t e mana%ement* It is restricted to t ose aspects of mana%ement # ere employees are directly in!ol!ed* E*%*

O4I*.,-8*+ /( P%(2/+*+ /6 P'(,-.-2',-8* M'0'<*&*0,#

-o create uniform approac of employer Q #or'ers* -o establis cordial industrial relation* -o raise industrial producti!ity* -o #or'ers in confidence* -o introduce industrial democracy*

N**5+ /6 P'(,-.-2',-8* M'0'<*&*0,#

23 G-8-0< 7-<7*( +,',%+ > 2+).7/3/<-.'3 +',-+6'.,-/0 ,/ =/(C*(+# Employees are important Q t at t eir !ie#s are bein% ta'en into account # ile ta'in% decisions on t e matters relatin% to t em* Suc participation satisfies t e ur%e of self)e:pressions* E!en for maturity Q personality de!elopment of #or'ers* 83 C/(5-'3 3'4/%(1&'0'<*&*0, (*3',-/0+# - e participation of t e #or'ers in mana%ement can act as an effecti!e means for pre!entin% industrial disputes* So t ere needs to establis mutual understandin%* ;3 C(*',-0< %0-6/(& '22(/'.7 /6 *&23/)*( > =/(C*(+# - is a!oids possible disputes* cordial labour)mana%ement relations t rou%

<3 R'-+-0< -05%+,(-'3 2(/5%.,-/0# As #or'ers %enerally ta'e interest in t eir #or' # en t ey are %i!en due importance$ respect Q opportunity of self) e:pression* >3 C(*',-0< 23',6/(& 6/( 5-(*., 0*</,-',-/0+# It is needed in order to create a platform for direct ne%otiations Q collecti!e decisions* C3 C(*',-0< (*+2/0+-43* '22(/'.7 '&/0< =/(C*(+# -o ma'e #or'ers more responsible$ disciplined Q constructi!e in t eir approac in relation to t e acti!ities of t e company* I3 E0./%('<-0< ./&&%0-.',-/0 4*,=**0 *&23/)*( > =/(C*(+# It enables mana%ement to understand t e #or'ers point of !ie# at t e time of decision) ma'in%* It remo!es suspicion amon% #or'ers* K3 R'-+-0< *&23/)**M+ &/('3*# For raisin% t e morale of employees Q in order to use t eir 'no#led%e$ s'ills Q talents for t e benefit of t e company* J3 I0,(/5%.-0< -05%+,(-'3 5*&/.('.)# 7or'ers participation acts as a means for ac ie!in% t e dream of industrial democracy* - ey are consulted as e(ual partners in t e production process* - is leads to industrial democracy$ # ic is one useful supplement of political democracy*

M*,7/5+ /6 2'(,-.-2',-8* &'0'<*&*0,

Participati!e mana%ement is possible by creatin% suitable a%encies$ forums or platforms t rou% # ic effecti!e communication bet#een #or'ers and mana%ement #ill be possible and &oint decision #ill be arri!ed at t e met ods of Participati!e mana%ement are different alternati!e* Employees and #or'ers can select any one of t e met od popular and also purposeful* - is is t e nature as t e met od selected is not important but t e result oriented Participati!e is important* - e met od used is means # ile effecti!e participation is t e end* 1. :/(C+ ./&&-,,**+# - e industrial disputes act 2J<I pro!ided for t e settin% up of a #or' committees consistin% of representati!e of mana%ement and employees in e!ery underta'in% employee 2DD or more employees* - e committees are for t e remo!in% t e causes of friction bet#een employers and t e #or'ers in t e day to day #or'in% in factory

le!el* - is &oint consultati!e committee meets fre(uently for discussion on common problem before #or'ers and t e company* After discussion$ &oint decisions are ta'en and suc decisions are bindin% on bot t e parties* Matters li'e #a%e payment$ bonus$ trainin%$ discipline$ #elfare facility$ #or'in% conditions etc* are discussed in suc meetin%s* 7or'ers committees are e:tremely popular and effecti!e in France and En%land* In India$ t ere is statutory pro!ision for t e establis ment of #or'er committees under t e industrial disputes act$ 2J<I* Suc committees are constituted in lar%e number of industrial unit* Meetin% of suc committees are also arran%ed* 5o#e!er$ t ey are neit er effecti!e nor popular in India* As a result$ participati!e mana%ement t rou% t is mec anism is not effecti!e or purposeful in India* Many mana%ers feel t at suc committees a!e only a nuisance !alue* In addition to #or's committee$ many ot er committees are formed* 5o#e!er$ t ey are not effecti!e as a%encies of participati!e mana%ement* 2. @/-0, &'0'<*&*0, ./%0.-3+ F@MC+!# - ese council are similar to #or's committees #it e(ual representation to employer and employees* 7or'ers e:press t eir !ie#s$ problems suc discipline$ trainin%$ remo!al of #or'ers$ common as #elfare facility9 olidays$ %rie!ances$

rationali0ation$ e:pansion pro%rammes$ etc* are discussed in t e meetin%s of /MCs* Suc &oint consultati!e committees e:ist in .R and S#eden* In India$ participati!e mana%ement is mainly t rou% &oint mana%ement councils* /MCs are in addition to #or's committees # ic are statutory in nature*

.nfortunately$ t e /MCs are not operation effecti!ely in India due to limited interest and initiati!e in t eir functionin% by mana%ements and #or'ers* - ey are not used for e:c an%e of information$ !ie#s$ su%%estions$ etc* but for (uarrels and eated e:c an%es bet#een t e representati!es of mana%ement and #or'ers* Absence of cordial industrial relations in spite of /MCs indicates t eir o!erall failure* /MCs are mostly consultati!e bodies and t is type of #or'ers participation is of loose type* - e su%%estions put for#ard by representati!es are not bindin% on t e mana%ement* Suc councils ser!e no useful purpose* - ey only pro!ide platform for discussions*

3. C/12'(,0*(+7-2 F P'(,-.-2',-/0 ,7(/%<7 /=0*(+7-2! # In co)partners ip$ #or'ers are con!erted into s are olders of t e company ?by offerin% e(uity s ares to t em3 and are allo#ed to participate in t e mana%ement li'e ot er s are olders* - e company may %i!e financial assistance to #or'ers to purc ase e(uity s ares* - ey can elect t eir representati!es on t e 4oard of 6irectors* 7or'ers are also allo#ed to attend meetin%s of t e company and participate in t e discussions* Motin% ri% ts are also %i!en to employees* In t is met od$ employees participate in t e mana%ement as co)o#ners i*e* s are olders* - is %i!es t em an opportunity to participate in t e decision ma'in% and policy framin% of t eir company at t e i% est le!el* Co)partners ip is also a met od for introducin% industrial democracy* 5ere$ #or'ers are %i!en i% er status* - ey #or' in t#o different capacities as #or'ers and as co)o#ners* In India$ t e e:periment of co)partners ip is not popular* 7or'ers s o# limited interest in purc asin% s ares of t eir company as and # en offered* Mery fe# #or'ers purc ase t e s ares and &oin t e company as members* Naturally$ t e participation of #or'ers in t e mana%ement is #ea' and ineffecti!e* Many companies in India offer t eir s ares to employees but t e response of t e employees is not encoura%in%* - is su%%ests t at co)partners ip as a met od of participati!e mana%ement is not effecti!e B popular in India* 4. E&23/)** D-(*.,/(+# 5ere$ t#o or t ree representati!es of #or'ers are ta'en on t e 4oard of 6irectors of t e company* - e employee directors B #or'ers directors are elected by #or'ers and t ey e:press t e !ie#s of #or'ers in t e meetin%s of t e 4oard* 5ere$ employee directors act as connectin% lin' bet#een #or'ers and top le!el mana%ement* Suc participation ensures cordial industrial relations* - e representati!e of #or'ers can put t e !ie#s of #or'ers before t e directors and can also safe%uard t e interests of #or'ers* As a result$ t e personnel policies #ill be fair and fa!ourable to #or'ers* .nfa!ourable decisions to #or'ers #ill be a!oided and better treatment #ill be ensured to t em*

- is mec anism of #or'ers participation is no# used e:tensi!ely in t e public sector underta'in% in India as per t e initiati!e ta'en by t e %o!ernment* 7or'ers directors are no# appointed in companies li'e 5industan Antibiotics Ltd*$ and 5M- Ltd* - is sc eme also e:ists in t e case of nationali0ed ban's$ co)operati!e ban's* 6CM$ -atas and some more companies from t e pri!ate sector* - is met od of participati!e mana%ement as many limitations* Representation on t e 4oard does not substantially en ance t e participation of #or'ers in t e mana%ement of t e company* In addition$ t e #or'er director may not be able to play a constructi!e role due to limited 'no#led%e and e:perience* - e #or'er director may en&oy t e status on par #it ot er directors but #ill feel inferior to ot ers due to is s ortcomin%s* 5is contribution may not be satisfactory for t e #or'ers and also for t e mana%ement* Finally$ 7or'ers representati!es on t e 4oard are minority* - ey may not be able to protect t e interests of #or'ers as decisions are ta'en on t e basis of ma&ority !ote* 5. S%<<*+,-/0 P(/<('&&* " S.7*&*# .nder su%%estion pro%ramme$ #or'ers are as'ed to %i!e t eir su%%estion to t e mana%ement on !arious administrati!e and ot er matters suc as mac ine utili0ation$ #aste mana%ement$ ener%y conser!ation and safety measures* - eir su%%estions are considered by a &oint committee representin% #or'ers$ eads of departments and tec nical e:perts* - e su%%estions # ic are suitable are accepted* Suc su%%estions are for impro!ement in t e e:istin% or%ani0ational setup* Suitable su%%estions relatin% to production acti!ities$ cost control$ (uality impro!ement$ #or'in% conditions$ etc* are promptly accepted and e:ecuted* In addition$ re#ards are also %i!en to t ose # o ma'e constructi!e su%%estions* For collectin% su%%estions$ su%%estion bo:es are 'ept in all departments* Su%%estion sc eme of participati!e mana%ement encoura%es #or'ers to t in' ?indi!idually or collecti!ely3 and participate in raisin% t e efficiency of t e or%ani0ation* In India$ -atas$ 6CM and ot er industrial %roups a!e introduced su%%estion sc eme* On May occasions$ #or'ers directly connected #it #or' %i!e creati!e and practical su%%estions # ic are useful to t e mana%ement in different #ays* - ey may raise producti!ity or reduce t e cost of production* Su%%estion

sc eme #ill %i!e %ood results if #or'ers are encoura%ed to t in' and ma'e concrete su%%estions* - is idea of participati!e mana%ement is no# put into operation t rou% (uality circles # ic Companies* are popular in /apan and no# function in may Indian

6. :/(C*(+ ./12'(,0*(+7-2 " A%,/ M'0'<*&*0,# In t is e:treme form of labour participation$ #or'ers ta'e o!er t e industrial unit and mana%e it completely on co operati!e basis* Naturally$ t e entire mana%ement is by t e #or'ers t emsel!es* - is met od is called +Auto)mana%ement,* One e:ample in India under t is cate%ory is t at of Ramani -ubes Limited* - is leadin% unit #as closed do#n in 2JK> due to sic'ness* 7or'ers suffered ea!y loss* No#$ #or'ers a!e contributed to its capital and a!e become its o#ners* - e Ramani Employees" .nion too' initiati!e in startin% t is unit #it t e co)operation of financial institution form Ct April$ 2JKJ* - e Supreme Court also allo#ed t e #or'ers to run t e unit* - is is t e first e:ample of participati!e mana%ement in t e manufacturin% sector in India* It is one si%nificant constructi!e de!elopment in t e field of trade unionism in India* - e Go!ernment of Ma aras tra as ta'en a decision to and o!er sic' industrial units to #or'ers for re%ular functionin% on co)operati!e basis* 7. E%'3-,) C-(.3*# Fuality circle consist of a small number of employees # o comes to%et er on !oluntary basis #it one item on t e a%enda i*e* to impro!e (uality or to raise producti!ity or to a!oid #asta%es$ etc* t is form of participation is !oluntary* As a practice$ meetin%s are eld once in t e #ee' lastin% for about as our* Member of (uality circle is %i!en free and to sol!e problem related to t e (uality$ if t ey fail t ey can re(uest to mana%ement to depute an e:pert to sort out t e problem* - is circle i% ly pro!ed to be i% ly successful because t e problem is sol!ed by member t emsel!es t rou% t#o #ay communication and brainstormin% seriously and studies t em effecti!ely and promptly* - e su%%estion s ould be implemented$ if found suitable* 8. C/33*.,-8* B'(<'-0-0<#

Collecti!e bar%ainin% is t e process in # ic t e representati!e of t e employer and employer and employees meet to%et er to ne%otiate a contract %o!ernment bot t e parties* It results into si%nin% an a%reement t ereby restrictin% eac party t at it cannot ta'e unilateral decision armin% t e interest of t e ot er party* - is sort of &oint meetin% can brin% fruits pro!ed barra%in% is done in t e ri% t spirit #it positi!e attitude* Participation brin%s bot t e parties to%et er and impro!es t e understandin% t us ma'in% t e #ay for t e t#o #ay dialo%ue to sort out t e problems* Collecti!e bar%ainin% is a better alternati!e to stri'e and industrial disputes* It is peaceful and democratic met od for sol!in% t e problem and demands for #or'ers t rou% direct ne%otiation bet#een t e representati!e of #or'ers and mana%ement* A stron% trade union can protect t e interest of #or'er can more effecti!ely t rou% direct ne%otiation and consultation rat er t an t rou% disputes and stri'e # ic are normally armful to #or'ers$ employer and society at lar%e* 9. E&2/=*(*5 T*'&# 7 en t e aut ority is dele%ated to t e employees its called empo#erin%* In t is sense$ employment ta'es place # en employees en&oy po#er and t ey e:perience a sense of o#ners ip and control o!er t e &obs* Employees # en empo#ered$ understandin% t at t e &ob belon% to t em* As t ey are competent to spea' on t e &ob$ t ey feel responsible* - is appens to moti!ate t em and t ey %o out of t e #ay to #or'* Employees become (uality conscious and contribute to (uality impro!ement in product and ser!ices* Information is s ared at e!ery le!el leadin% to impro!ed performance* 10. @/4 *03'(<*&*0, '05 I/4 *8'3%',-/0# /ob enlar%ement is t e process of increasin% t e scope of t e &ob by addin% more tas's to it* As tas's are related$ employees to %et t e opportunity to ma'e %rater use of t eir mental and p ysical s'ills* /ob enric ment is desi%nin% a &ob in suc a #ay t at it pro!ide t e employee %rater autonomy for plannin% and control is o#n performance* /ob enric ment ma'es t e &obs more interestin% and c allen%in%*

- e main ob&ecti!e of &ob enric ment and &ob enlar%ement is to force t e #or'er from boredom # ic occurs because of e:cessi!e speciali0ation* 4ot t e &ob enric ment and &ob enlar%ement are considerin% met od of participati!e mana%ement as t ey pro!ide freedom to eac limited and restricted* - e basis purpose of abo!e noted sc eme of participati!e mana%ement is to associate t e #or'er #it t e decision)ma'in% process* 6ifference met ods are use in t e different countries as per t e situation a!ailable* - e met od used for #or'ers participation is not impotent* 7or'ers participation in mana%ement may be !oluntary or statutory* Moluntary participation is al#ays better and more effecti!e* Statutory labour participation is not effecti!e as it is mec anical and also imposed on bot t e parties by force* employee to use is &ud%ment* - is freedom is course

PRE1REEUISITES OF PARTICIPATIVE MANAGEMENT

2* S,(/0< ,('5* %0-/0+# E:istin% of stron% trade #it creati!e and enli% tened leaders ip is necessary for participati!e mana%ement* 7or'ers and t eir union must a!e %enuine desire and interest in suc participation* - ey also need information$ proper trainin% and ability to participate in t e discussions in an effecti!e manner* 7or'ers participation #ill be ineffecti!e if t ese pre)re(uest are absent* Politicisation and multiplicity of trade union defeat t e !ery purpose of participati!e mana%ement 8* F'8/%('43* ',,-,%5* /6 &'0'<*&*0,# - e attitude of t e mana%ement s ould be pro%ressi!e and democratic* 5e must be mentally #illin% to associate #it is #or'ers on e(ual le!el and discus t e problem freely and fran'ly #it t em* - e conser!ati!e and autocratic outloo' of mana%ement #ill defeat participati!e mana%ement in practice* Mana%ement a!e to accept due importance of employees and t eir status as t eir partners and not merely as #a%e earners* Mana%ement s ould not feel t at its position it"s t reatened by suc participation* ;* M%,%'3 ,(%+, '05 ./06-5*0.*#

E:istence of atmosp ere of mutual trust and confidence is t e sine (uo non of participati!e mana%ement* Fair participation is not possible # en t e mutual confidence is absent* 4ot parties are a%ree to stay to%et er in an atmosp ere of understandin%* - is facilitates participati!e mana%ement in practice*

<* G*0%-0* %(<* 6/( ./1/2*(',-/0# Genuine desire on t e part of employer and #or'er to discuss$ understand t e !ie#s and come to certain acceptable decision is necessary for success of participati!e mana%ement* - is must be supplemented by desire to %enuine desire to s are aut ority and responsibility in mutually a%reed to sp ere* - e outloo' of employer and #or'er must c an%e and become fa!ourable for mutual trust and understandin%* >* P*'.*6%3 ',&/+27*(*# Labour mana%ement relation s ould be a cardinal or at least t ere s ould be a no tension in t e relation* Acti!e participation of #or'ers in mana%ement is possible under suc peaceful atmosp ere* It is &ust not possible # en t ere are disputes and stri'e in t e industrial unit* C* C3*'( %05*(+,'05-0< /6 /4I*.,-8*# Employers and #or'ers must understand clear t e ob&ecti!e of suc participation* - e ob&ecti!e must be clearly define and complementary in c aracters* Employer s ould not ta'e suc participation as an imposed liability and #or'er s ould not use it merely for e:pressin% t ere %rie!ances and demands* Participation s ould be for ac ie!e t e ob&ecti!e # ic are accepted by bot t e parties and also beneficial for bot t e parties* I* M*'0-0<6%3 +7'(-0< /6 -06/(&',-/0# 7or'er representati!e s ould a!e ade(uate tec nical$ financial and mana%erial 'no#led%e and information* - is #ill ma'e labour participation effecti!ely* For t is$ a suitable trainin% needs to be %i!en to t e #or'ers representati!es* Mana%ement s ould also pro!ide all rele!ant information to employees for t eir consideration* - ere must be a free flo# of information and communication bet#een mana%ement

and #or'er* - is a!oids suspicion and distrust and ensures purposeful participati!e mana%ement* K* P'(,-.-2',-/0 /6 +%2*(8-+/() +,'66# Super!isory staff s ould be %i!en a place on t e &oin mana%ement council* Similarly$ sub&ect earmar'ed for collecti!e bar%ainin% must be 'ept outside for t e &oint consultation* Participati!e mana%ement #ill be effecti!e if t e entire labour force co!ered by suc participation* In addition$ t e representati!e of t e #or'er must be dra#n from t emsel!es* - e participation of trade union leaders s ould be discoura%e as t e approac of suc leaders may not be positi!e or fair* Real representati!e of #or'ers can put for#ard t e !ie#s of all #or'ers #it confidence* J* E5%.',-/0 '05 ,('-0-0< /6 =/(C*(+# 7or'ers education and trainin% s ould be ma'e si%nificant contribution to meanin%ful participati!e mana%ement* -rade union and %o!ernment s ould pro!ide suc education and trainin% to t e #or'ers* - is #ill ma'e t e concept of participati!e mana%ement amon% popular amon% t e #or'ers and #ill ensure its success* 2D* V/3%0,'() .7'('.,*( 5*+-('43*# Participati!e mana%ement s ould not be made compulsory but s ould be 'ept !oluntary in c aracter* It s ould not be %o!ernment sponsored* It #ill not #or' fruitfully if it is imposed on t e bot t e parties* - us !oluntary condition c aracter is one pre)condition for t e success of participati!e mana%ement* - e need of suc participation must be felt by bot t e parties and t ey s ould introduce t e sc eme of participation on !oluntary basis*

I&2/(,'0.* /6 2'(,-.-2',-8* &'0'<*&*0,# - e importance of participati!e mana%ement is uni!ersally accepted and efforts are bein% made for introducin% suc participation t rou% suitable a%encies and met ods* Participati!e mana%ement as #ider socio)economic importance as it %i!en !arious ad!anta%es to #or'ers$ employers and society at lar%e* Suc participation %i!es i% er status to #or'ers and enable t em to t in' and e:press t eir !ie# on t e #or'in% of t eir company* Industrial peace and cordial industrial relation are also establis ed t rou% participati!e mana%ement* In addition$ #or'ers" participation brin%s industrial democracy in reality* Participati!e mana%ement is important it satisfies t e psyc olo%ical needs of self e:pression of #or'ers* E!en t e process of decision ma'in% is made democratic t rou% uman element in industrial mana%ement* Participati!e mana%ement introduces a ne# set of !olume for t e #or'ers and employers in # ic po#er is to be replaced by persuasion and compulsion by co) operation* Employee participation is useful for raisin% industrial production and producti!ity* It elps consumer in an indirect manner* - e national economy also %ets certain benefits # en industrial peace and armony e:its o!er a lon% period* In brief$ t e concept of participati!e mana%ement is important because of economics$ social and uman !alues connected #it it* - e ILO as %i!en morale support to employee"s participation and as ad!ocated its adoption in all countries* Efforts are bein% made in all countries in t is re%ards* In t e countries of #est$ t is e:periment is reasonable successful # ile in de!elopin% countries includin% India$ t e pro%ress is not satisfactory e!en # en consultati!e mac inery e:ists in many countries* t e #or'ers participation* It brin%