HUMAN RESOURCE MANAGEMENT

ANSWERS TO UNIVERSITY QUESTION PAPERS (1998, 1999, 2000, 2001, 2002)

INDEX

HUMAN RESOURCE MANAGEMENT ( H R M ) STRATEGIC HUMAN RESOURCE MANAGEMENT: HUMAN RESOURCE DEVELOPMENT TEAM EFFECTIVENESS HUMAN RESOURCE PLANNING ( H R P ) JOB ANALYSIS JOB DESCRIPTION JOB SPECIFICATIONS JOB EVALUATION JOB DESIGN DESIGNING JOBS MOTIVATING JOBS JOB SATISFACTION WORK SAMPLING RECRUITMENT & SELECTION TRAINING & DEVELOPMENT INDUCTION & ORIENATION PERFORMANCE APPRAISALS INCENTIVES BASED COMPENSATION HUMAN RESOURCE AUDIT MOTIVATION THEORIES MORALE PERSONNEL POLICIES WORKERS PARTICIPATION IN MANAGEMENT UNIONS ORGANI ATIONAL DOWNSI ING MEANING OF ORGANI ATION STRUCTURE

HUMAN RESOURCE MANAGEMENT ( H R M )

Definit io n 1 Inte gr atio n HRM is a series of integrated decisions that form the employment relationships; their !ality contri"!tes to the a"ility of the organi#ations and the employees to achie$e their o"%ecti$es&' Definit io n Influe ncing HRM is concerned (ith the people dimensions in management& )ince e$ery organi#ation is made !p of people, ac !iring their ser$ices, de$eloping their s*ills, moti$ating them to higher le$els of performance and ens!ring that they contin!e to maintain their commitment to the organi#ation are essential to achie$ing organi#ational o"%ecti$es& +his is tr!e, regardless of the type of the organi#ation , go$ernment, "!siness, ed!cation, health, recreational, or social action&'

Definit io n ! Applica bil ity HRM planning, organi#ing, directing and controlling of the proc!rement, de$elopment, compensation, integration, maintenance and separation of h!man reso!rces to the end that indi$id!al, organi#ational and social o"%ecti$es are accomplished&' MEANING O" HRM# $ HRM is management f!nction that helps managers to recr!it, select, train and de$elop mem"ers for an organi#ation& -"$io!sly HRM is concerned (ith the people.s dimensions in organi#ations& HRM refers to set of programs, f!nctions, and acti$ities designed and carried o!t Co % e e&e' ent ( o f H RM Peo )&e# -rgani#ations mean people& /t is the people (ho staff and manage organi#ations& M * n* +e' ent # HRM in$ol$es application of management f!nctions and principles for ac !isitioning, de$eloping, maintaining and rem!nerating employees in organi#ations& I nt e+% *t io n , Co n(i(t en- .# 0ecisions regarding people m!st "e integrated and consistent& I nf&/en- e# 0ecisions m!st infl!ence the effecti$eness of organi#ation res!lting into "etterment of ser$ices to c!stomers in the form of high !ality prod!cts s!pplied at reasona"le cost& A ))&i- * 0i&it .# HRM principles are applica"le to "!siness as (ell as non1"!siness organi#ations too, s!ch as ed!cation, health, recreation and the li*e& O12ECTIVES O" HRM# $ 1& So - iet * & O03e- t i4e(# +o "e ethically and socially responsi"le to the needs and challenges of the society (hile minimi#ing the negati$e impact of s!ch demands !pon the organi#ation& 2& O% +* ni5 *t io n* & O03e- t i4e(# +o recogni#e the role of HRM in "ringing a"o!t organi#ational effecti$eness& HRM is only means to achie$e to assist the organi#ation (ith its primary o"%ecti$es& 2& "/n- t io n* & O03e- t i4e(# +o maintain department.s contri"!tion and le$el of ser$ices at a le$el appropriate to the organi#ation.s needs& 3& Pe% (o n* & O03e- t i4e(# +o assist employees in achie$ing their personal goals, at least in so far as these goals enhance the indi$id!al.s contri"!tion to the organi#ation& +his is necessary to maintain employee performance and satisfaction for the p!rpose of maintaining, retaining and moti$ating the employees in the organi#ation& SCOPE O" H RM # $ 4rom Ent%. to the E6it of an employee in the organi#ation )cope of HRM can "e descri"ed "ased on the follo(ing acti$ities of HRM& 5ased on these acti$ities (e can s!mmari#e the scope of HRM into 6 different categories as mentioned "elo( after the acti$ities& 7ets chec* o!t "oth of them& H RM A -t i4it ie( 1& HR 8lanning 2& 9o" :nalysis 2& 9o" 0esign 3& Recr!itment ; )election <& -rientation ; 8lacement =& +raining ; 0e$elopment 6& 8erformance :ppraisals
!

8& 9o" >$al!ation 9& >mployee and >?ec!ti$e Rem!neration 10& Moti$ation 11& @omm!nication 12& Aelfare 12& )afety ; Health 13& /nd!strial Relations 7 C*t e+o % ie( o f S- o )e o f H RM 1& /ntrod!ction to HRM 2& >mployee Hiring 2& >mployee and >?ec!ti$e Rem!neration 3& >mployee Moti$ation <& >mployee Maintenance =& /nd!strial Relations 6& 8rospects of HRM RO8E O" HRM 1& A94i(o%. Ro&e# HRM ad$ises management on the sol!tions to any pro"lems affecting people, personnel policies and proced!res& a& Pe%(onne& Po&i-ie(# -rgani#ation )tr!ct!re, )ocial Responsi"ility, >mployment +erms ; @onditions, @ompensation, @areer ; 8romotion, +raining ; 0e$elopment and /nd!strial Relations& "& Pe%(onne& P%o-e9/%e(# Relating to manpo(er planning proced!res, recr!itment and selection proced!res, and employment proced!res, training proced!res, management de$elopment proced!res, performance appraisal proced!res, compensation proced!res, ind!strial relations proced!res and health and safety proced!res& 2& "/n-tion*& Ro&e# +he personnel f!nction interprets and helps to comm!nicate personnel policies& /t pro$ides g!idance to managers, (hich (ill ens!re that agreed policies are implemented& 2& Se%4i-e Ro&e# 8ersonnel f!nction pro$ides ser$ices that need to "e carried o!t "y f!ll time specialists& +hese ser$ices constit!te the main acti$ities carried o!t "y personnel departments and in$ol$e the implementation of the policies and proced!res descri"ed a"o$e& Ro&e of HR M*n*+e%( (To9*.) 1& H/'*nit*%i*n Ro&e# Reminding moral and ethical o"ligations to employees 2& Co/n(e&o%# @ons!ltations to employees a"o!t marital, health, mental, physical and career pro"lems& 2& Me9i*to%# 8laying the role of a peacema*er d!ring disp!tes, conflicts "et(een indi$id!als and gro!ps and management& 3& S)o:e('*n# +o represent of the company "eca!se he has "etter o$erall pict!re of his company.s operations& <& P%o0&e' So&4e%# )ol$ing pro"lems of o$erall h!man reso!rce management and long1 term organi#ational planning& =& C;*n+e A+ent# /ntrod!cing and implementing instit!tional changes and installing organi#ational de$elopment programs 6& M*n*+e'ent of M*n)o<e% Re(o/%-e(# 5roadly concerned (ith leadership "oth in the gro!p and indi$id!al relationships and la"or1management relations& Ro&e of HR M*n*+e%( ("/t/%e)

1& 2& 2& 3& <& =& 6&

8rotection and enhancement of h!man and non1h!man reso!rces 4inding the "est (ay of !sing people to accomplish organi#ational goals /mpro$e organi#ational performance /ntegration of techni !es of information technology (ith the h!man reso!rces Btili#ing "eha$ioral scientists in the "est (ay for his people Meeting challenges of increasing organi#ational effecti$eness Managing di$erse (or*force

"UN CTI ON S O" H RM A 8 ON G WI TH O12 ECTI VES HRM O03e-ti4e( )ocial -"%ecti$es (2) -rgani#ational -"%ecti$es (6) S/))o%tin+ HRM "/n-tion( 7egal @ompliance 5enefits Bnion Management Relations H!man Reso!rce 8lanning >mployee Relations Recr!itment ; )election +raining ; 0e$elopment 8erformance :ppraisals 8lacement ; -rientation >mployee :ssessment 8erformance :ppraisals 8lacement ; -rientation >mployee :ssessment +raining ; 0e$elopment 8erformance :ppraisals 8lacement ; -rientation @ompensation >mployee :ssessment

4!nctional -"%ecti$es (2) 8ersonal -"%ecti$es (<)

M * n* +e% i* & "/n- t io n( o f H RM 1& P&*nnin+# 8lan and research a"o!t (age trends, la"or mar*et conditions, !nion demands and other personnel "enefits& 4orecasting manpo(er needs etc& 2& O%+*ni5in+# -rgani#ing manpo(er and material reso!rces "y creating a!thorities and responsi"ilities for the achie$ement of organi#ational goals and o"%ecti$es& 2& St*ffin+# Recr!itment ; )election 3& Di%e-tin+# /ss!ance of orders and instr!ctions, pro$iding g!idance and moti$ation of employees to follo( the path laid1do(n& <& Cont%o&&in+# Reg!lating personnel acti$ities and policies according to plans& -"ser$ations and comparisons of de$iations O)e% * t io n* & "/n- t io n( o f H RM 1& P%o-/%e'ent# 8lanning, Recr!itment and )election, /nd!ction and 8lacement 2& De4e&o)'ent# +raining, 0e$elopment, @areer planning and co!nseling& 2& Co')en(*tion# Aage and )alary determination and administration 3& Inte+%*tion# /ntegration of h!man reso!rces (ith organi#ation& <& M*inten*n-e# )!staining and impro$ing (or*ing conditions, retentions, employee comm!nication =& Se)*%*tion(# Managing separations ca!sed "y resignations, terminations, lay offs, death, medical sic*ness etc& CH A 8 8 EN GES O" H RM I N IN DIA N M ODERN M A NA GEM EN T ECON OM Y o% CH A 8 8 EN GES O"

>

1& G&o 0* &i5 *t io n# $ Cro(ing internationali#ation of "!siness has its impact on HRM in terms of pro"lems of !nfamiliar la(s, lang!ages, practices, competitions, attit!des, management styles, (or* ethics and more& HR managers ha$e a challenge to deal (ith more f!nctions, more heterogeneo!s f!nctions and more in$ol$ement in employee.s personal life& ? Co % )o% * t e Re$ o% +* ni5 *t io n(# $ Reorgani#ation relates to mergers and ac !isitions, %oint $ent!res, ta*e o$er, internal restr!ct!ring of organi#ations& /n these sit!ations, it is diffic!lt to imagine circ!mstances that pose a greater challenge for HRM than reorgani#ations itself& /t is a challenge to manage employees. an?iety, !ncertainties, insec!rities and fears d!ring these dynamic trends& !? N e< O% +* ni5 *t io n* & fo% ' (# $ +he "asic challenge to HRM comes from the changing character of competitions& +he competition is not "et(een indi$id!al firms "!t "et(een constellations of firm& Ma%or companies are operating thro!gh a comple? (e" of strategic alliances, forgings (ith local s!ppliers, etc& +hese relationships gi$e "irth to completely ne( forms of organi#ational str!ct!re, (hich highly depend !pon a reg!lar e?change of people and information& +he challenge for HRM is to cope (ith the implications of these ne(ly net(or*ed relations more and more, in place of more comforta"le hierarchical relationships that e?isted (ithin the organi#ations for ages in the past& 3& C;* n+in+ De' o +% * );i- ( o f Wo % :fo % - e# $ @hanges in (or*force are largely reflected "y d!al career co!ples, large ch!n* of yo!ng "lood "et(een age old s!perann!ating employees, (or*ing mothers, more ed!cated and a(are (or*ers etc& +hese dynamic (or*forces ha$e their o(n implications for HR managers and from HRM point of $ie( is a tr!e challenge to handle& <& C;* n+e9 e' )&o .ee e6 )e- t * t io n(# $ Aith the changes in (or*force demographics, employee e?pectations and attit!des ha$e also transformed& +raditional all!rements li*e %o" sec!rity, ho!se, and rem!nerations are not m!ch attracti$e today, rather employees are demanding empo(erment and e !ality (ith management& Hence it is a challenge for HRM to redesign the profile of (or*ers, and disco$er ne( methods of hiring, training, rem!nerating and moti$ating employees& @? N e< I n9/(t % i* & Re&* t io n( A ))% o * - ;# $ /n today.s dynamic (orld, e$en !nions ha$e !nderstood that stri*es and militancy ha$e lost their rele$ance and !nions are greatly affected "y it& +he trade !nion mem"ership has fallen drastically (orld(ide and the f!t!re of la"or mo$ement is in danger& +he challenge "efore HRM is to adopt a proacti$e ind!strial relations approach (hich sho!ld ena"le HR specialist to loo* into challenges !nfolding in the f!t!re and to "e prepared to con$ert them into opport!nities& 7? Rene<e9 Peo )&e "o - /(# $ +he need of today.s (orld and "!siness is the people.s approach& +he str!ct!re, strategy, systems approach (hich (or*ed in post (ar era is no more rele$ant in today.s economic en$ironment (hich is characteri#ed "y o$er capacities and intense competition& +he challenge of HR manager is to foc!s on people and ma*e them %!stifia"le and s!staina"le& 8& M * n* +in+ t ;e M* n* +e% (# $ Managers are !ni !e tri"e in any society, they "elie$e they are class apart& +hey demand decision1ma*ing, "ossism, and operational freedom& Ho(e$er in the post li"erali#ation era, freedom gi$en to managers is grossly mis!sed to get rid of talented and hard (or*ing %!niors& +he challenge of HRM is ho( to manage this tri"eD Ho( to ma*e them reali#e that the freedom gi$en to them is to ena"le them ma*e !ic* decisions in the interest of the organi#ation and not to resort to (itch1 h!nting&

9& W e* :e% So - iet . int e% e(t (# $ :nother challenge for HRM is to protect the interest of (ea*er sections of society& +he dramatic increase of (omen (or*ers, minorities and other "ac*(ard comm!nities in the (or*force has res!lted in the need for organi#ations to ree?amine their policies, practices and $al!es& /n the name of glo"al competition, prod!cti$ity and !ality the interests of the society aro!nd sho!ld not "e sacrificed& /t is a challenge of today.s HR managers to see that these (ea*er sections are neither denied their rightf!l %o"s nor are discriminated against (hile in ser$ice& 10& Co nt % i0/t io n to t ;e (/- - e(( o f o % +* ni5 * t io n(# $ +he "iggest challenge to an HR manager is to ma*e all employees contri"!te to the s!ccess of the organi#ation in an ethical and socially responsi"le (ay& 5eca!se society.s (ell "eing to a large e?tent depends on its organi#ations&

STRATEGIC HUMAN RESOURCE MANAGEMENT# $

St %* t e+.# )trategy is a (ay of doing something& /t incl!des the form!lation of goals and set of action plans for accomplishment of that goal&' St %* t e+i- M* n* +e' ent # : 8rocess of form!lating, implementing and e$al!ating "!siness strategies to achie$e organi#ational o"%ecti$es is called )trategic Management' Definit io n o f St % *t e+i- M* n* +e' ent # $ )trategic Management is that set of managerial decisions and actions that determine the long1term performance of a corporation& /t incl!des en$ironmental scanning, strategy form!lation, strategy implementation and e$al!ation and control&' +he st!dy of strategic management therefore emphasi#es monitoring and e$al!ating en$ironmental opport!nities and threats in the light of a corporation.s strengths and (ea*nesses& St e)( in St % *t e+i- M* n* +e' ent #

1& En4i% o n' ent * & S- * nnin+# :naly#e the -pport!nities and +hreats in >?ternal >n$ironment 2& St %* t e+. "o % ' /&* t io n# 4orm!late )trategies to match )trengths and Aea*nesses& /t can "e done at @orporate le$el, 5!siness Bnit 7e$el and 4!nctional 7e$el& 2& St %* t e+. I' )&e' ent * t io n# /mplement the )trategies 3& E4* &/* t io n , Co nt% o &# >ns!re the organi#ational o"%ecti$es are met& I M PORTA N CE , 1EN E"I TS O" STRA TEGI C M A NA GEM EN T :llo(s identification, prioriti#ation and e?ploration of opport!nities& 8ro$ides an o"%ecti$e $ie( of management pro"lems& Represents frame(or* for impro$ed co1ordination and control Minimi#es the effects of ad$erse conditions and changes :llo(s ma%or decisions to "etter s!pport esta"lished o"%ecti$es :llo(s more effecti$e allocation of time and reso!rces :llo(s fe(er reso!rces and lesser time de$oted to correcting ad hoc decisions @reates frame(or* for internal comm!nication Helps to integrate the indi$id!al "eha$iors 8ro$ides "asis for the clarification of responsi"ilities >nco!rages for(ard thin*ing >nco!rages fa$ora"le attit!de to(ards change&

RO8E O" HRM IN STRATEGIC MANAGEMENT Ro&e in St%*te+. "o%'/&*tion# HRM is in a !ni !e position to s!pply competiti$e intelligence that may "e !sef!l in strategy form!lation& 0etails regarding ad$anced incenti$e plans !sed "y competitors, opinion s!r$ey data from employees, elicit information a"o!t c!stomer complaints, information a"o!t pending legislation etc& can "e pro$ided "y HRM& Bni !e HR capa"ilities ser$e as a dri$ing force in strategy form!lation& Ro&e in St%*te+. I')&e'ent*tion# HRM s!pplies the company (ith a competent and (illing (or*force for e?ec!ting strategies& /t is important to remem"er that lin*ing strategy and HRM effecti$ely re !ires more than selection from a series of practice choices& +he challenge is to de$elop a config!ration of HR practice choices that help implement the organi#ation.s strategy and enhance its competiti$eness&

HUMAN RESOURCE DEVE8OPMENT

Definition 1# Organizing and enhancing capacities to produce. HR0 is a process of organi#ing and enhancing the physical, mental and emotional capacities of indi$id!als for prod!cti$e (or*& Definition # Bring possibility of performance and growth

HR0 means to "ring a"o!t the possi"ility of performance impro$ement and indi$id!al gro(th& H!man reso!rce de$elopment is a process to help people to ac !ire competencies and to increase their *no(ledge, s*ills and capa"ilities for "etter performance and higher prod!cti$ity& P%o*-ti4e HRD St%*te+ie( fo% &on+ te%' )&*nnin+ *n9 +%o<t; /n today.s fast changing, challenging and competiti$e en$ironment HR0 has to ta*e a proacti$e approach that is to see* pre$enti$e care in h!man relations& Bsing HR0 strategies

ma?imi#ations of efficiency and prod!cti$ity co!ld "e achie$ed thro!gh !alitati$e gro(th of people (ith capa"ilities and potentialities to gro( and de$elop& HR0 is al(ays a f!nction of proper !tili#ation of creati$e opport!nities and a$aila"le en$ironment thro!gh ac !isition of *no(ledge, s*ills and attit!des necessary for prod!cti$e efforts& 7ong1term gro(th can also "e planned "y creating highly inspired gro!ps of employees (ith high aspirations to di$ersify aro!nd core competencies and to "!ild ne( organi#ational responses for coping (ith change& : proacti$e HR0 strategy can implement acti$ities that are geared !p and directed at impro$ing personal competence and prod!cti$e potentialities of h!man reso!rces& 4ollo(ing strategic choices can "e considered (hich (o!ld help today.s organi#ations to s!r$i$e and gro(& C;*n+e M*n*+e'ent# Manage change properly and "ecome an effecti$e change agent rather than "eing a $ictim of change itself& V*&/e(# :dopt proacti$e HR0 meas!res, (hich enco!rage $al!es of openness, tr!st, a!tonomy, proacti$ity and e?perimentation& M*6i'i5e )%o9/-ti4it. *n9 effi-ien-.# +hro!gh !alitati$e gro(th of people (ith capa"ilities and potentialities to gro( and de$elop thri$e to ma?imi#e prod!cti$ity and efficiency of the organi#ation& A-ti4itie( 9i%e-te9 to -o')eten-e 0/i&9in+# HR0 acti$ities need to "e geared !p and directed at impro$ing personal competence and prod!cti$e potentialities of manpo(er reso!rces&

TEAM E""ECTIVENESS
W;*t i( t;e 9efinition of * te*'B : team is defined as a reasona"ly small gro!p of people, (ho "ring to the ta"le a set of complementary and appropriate s*ills, and (ho hold themsel$es m!t!ally acco!nta"le for achie$ing a clear and identifia"le set of goals& Te*'( -*n 0e 4e%. effe-ti4e? /n many sit!ations teams can achie$e more than indi$id!als (or*ing on their o(n& +eams can "ring to "ear a (ider range of s*ills and e?perience to sol$e a pro"lem& +eams also prod!ce "etter !ality decisions& Ahen a team has "een (or*ing on a pro"lem, and they ha$e a sense of commitment to the common sol!tion W;*t 9o <e 'e*n 0. te*' effe-ti4ene((B : team can "e considered to "e effecti$e if their o!tp!t is %!dged to meet or e?ceed the e?pectations of the people (ho recei$e the o!tp!t& 8rod!cing a !ality o!tp!t is not eno!gh to %!dge the effecti$eness of the team& +he second criteria, is that the team sho!ld still "e a"le f!nction effecti$ely after they ha$e completed their tas*& /t sho!ld not "e torn apart "y dissension& 4inally, effecti$eness is %!dged "y (hether the team feels satisfied (ith its efforts& /f the team mem"ers are pleased (ith their efforts, if the e?perience has "een a good one, if

time spent a(ay from their normal (or* has "een (orth the effort, the team has li*ely "een effecti$e& W;*t t;en *%e t;e f*-to%( t;*t -ont%i0/te to<*%9( *n effe-ti4e te*'B +here are three areas of gro!p "eha$ior that m!st "e addressed for teams to "e effecti$e& +he team m!st (or* hard& +he effort that the team p!ts in to get the %o" done is dependent on (hether the nat!re of the tas* moti$ates the mem"ers of the team and (hether the goals are challenging& +he team m!st ha$e the right mi? of s*ills to "ring to the ta"le& +hese s*ills incl!de technical, pro"lem sol$ing and interpersonal s*ills& +he team m!st "e a"le to de$elop appropriate approaches to pro"lem sol$ing& +his depends on de$eloping a plan of attac* and !sing appropriate techni !es for analysis& +he follo(ing factors contri"!te to hard (or*, s*ill de$elopment and effecti$e pro"lem sol$ing strategiesE T;e t*(: it(e&f (;o/&9 0e 'oti4*tin+? +he tas* itself sho!ld "e seen as "eing (orth(hile& /t needs to "e a (hole piece of (or* (ith a clear and $isi"le o!tcome so that people can feel a sense of o(nership& +he o!tcome of the tas* sho!ld "e percei$ed as "eing important to other peopleFs li$es& /t sho!ld affect others in the organi#ation or impact on the e?ternal c!stomer& +he %o" sho!ld pro$ide the team (ith an opport!nity for self1reg!lation& +hey sho!ld decide ho( the (or* is to "e done& Meaningf!l feed"ac* sho!ld "e pro$ided on the ho( (ell the team is performing& T;e te*' nee9( -;*&&en+in+ +o*&(D <;i-; *%e -&e*%&. 9efine9? Ahen challenging goals are set the team (ill mo"ili#e its efforts to find inno$ati$e (ays to achie$e feats that may ha$e "een considered impossi"le& 8ro$iding a challenging %o" is the most important moti$ator to s!stain gro!p effort& Coals pro$ide a sense of direction to the team so that (hen conflict occ!rs it is possi"le to channel the conflict more constr!cti$ely "y ret!rning to the goals for direction& +he team needs to "!y in to the goals& +hey m!st ha$e the opport!nity to "!y in and commit to achie$ing the goals& Coals need to "e challenging, "!t not impossi"le to achie$e& +hey also need to "e meas!ra"le so that progress to(ards achie$ing them can "e monitored and res!lts confirmed& Re<*%9( *%e i')o%t*nt? +he re(ards need to s!it the personal characteristics of the people on the team& Ahate$er form the re(ard ta*es, it is important that gro!p effort "e recogni#ed& -ne sho!ld a$oid the destr!cti$e effect of trying to single o!t indi$id!als from the gro!p, (hen there has "een a gro!p effort& Re(ards merely reinforce these conditions for fostering gro!p effort&

T;e te*' (;o/&9 ;*4e t;e %i+;t 'i6 of (:i&&(& +he right mi? of s*ills sho!ld "e "ro!ght to the tas* at hand& /t is also a !estion of caref!lly re$ie(ing the %o" to determine (hat rele$ant s*ills is re !ired and selecting staff so that the team has the right "alance& 8ro$iding rele$ant training then ma*es !p any shortfall in s*ills& +echnical s*ills are re !ired& 4or teams (ho are trying to impro$e a process that c!ts across department "o!ndaries, each f!nction sho!ld "e represented& -ne sho!ld achie$e a "alance of s*ills& +his means a$oiding ha$ing a preponderance of s*ills and e?perience in one speciali#ed area& )heer n!m"ers may (eigh the sol!tion to(ards the dominant gro!p&

1E

 /n the case of permanent (or* teams it is li*ely that team mem"ers (ill not ha$e all the tas* rele$ant s*ills at the onset& Ahen the gro!p is ne(, it is li*ely that mem"ers (ill "ring narro( s*ills learned in their old roles& +hey (ill need to de$elop "roader s*ills for the ne( %o"& +o ens!re that this is done, training and coaching sho!ld "e pro$ided& +he mem"ers of the team need to ha$e pro"lem sol$ing and decision1ma*ing s*ills as (ell as technical s*ills& Ahen a "!siness is ma*ing its first $ent!re into team "ased (or*, it is li*ely that people (ill not ha$e a good grasp of the techni !es related to pro"lem analysis and sol!tion& +hese rele$ant s*ills m!st "e ac !ired, so it (ill "e necessary to pro$ide training& -$er a period of time staff (ill "ecome e?perienced in pro"lem sol$ing techni !es and the organi#ation (ill de$elop a repertoire of s*ills among the staff so this training (ill not al(ays "e necessary& /nterpersonal s*ills are also important& +his is not as o"$io!s as it may so!nd& Most people do not listen (ell& 7istening is m!ch more than "eing !iet (hen some else is tal*ing& :cti$e listening is re !ired& Many people do not spea* to the point "!t ram"le on or go off at a tangent& Most people do not ta*e criticism (ell and tend to "e defensi$e a"o!t their o(n opinions& A+%ee on * -o9e of -on9/-t& :t the "eginning of the team pro%ect it is important to de$elop a code of cond!ct for meetings& +he team needs to agree on a set of r!les to ens!re that their efforts are p!rposef!l and that all mem"ers contri"!te to the (or*& +he most critical r!les pertain to attendance, open disc!ssion, !sing an analytical approach, not p!lling ran* o$er other mem"ers, planning the (or* and sharing (or* assignments& +his (ill ens!re that the (or* is done (ell and done on time& T;e te*' '/(t 9e4e&o) effe-ti4e )%o0&e' (o&4in+ (t%*te+ie(? 4or the team to "e a"le to de$elop an appropriate strategy, it m!st ha$e a clear definition of the pro"lem, *no( (hat reso!rces it has a$aila"le and the limits, and !nderstand the e?pectations& /t m!st then de$elop a pro"lem1sol$ing plan, "ased on the approach s!ggested in the section on contin!o!s impro$ement& Ahen this does not happen, people are passi$e& +heir s*ills and *no(ledge are not !tili#ed and they (aste their time&

S)e-i*& te*'( ;*4e ()e-i*& i((/e(? 4rom the perspecti$e of organi#ational impro$ement (e are interested in three types of teams& -ne is the pro"lem sol$ing team, another is the (or* team and then there is the senior management team& 8ro"lem sol$ing teams are set !p (ith a clearly defined tas* to in$estigate a pro"lem and recommend a sol!tion& )ometimes the same team (ill go on to implement the sol!tion& Ahen their tas* is completed the team is dis"anded and mem"ers go "ac* to their normal organi#ational d!ties& +here are t(o important iss!es facing these teams& -ne is getting started and the other is handing o$er the recommendations for implementation& +he *ey to getting started is to ens!re that the team is committed to achie$ing an agreed set of goals& Coals ser$e to foc!s the teamFs effort& /mplementation is important& /t (ill not %!st happen; it m!st "e planned& +he implementers m!st "e "ro!ght into the sol!tion stage so that they de$elop a sense of o(nership to(ards the sol!tion and "!y into it& +he "est (ay to do this is to ha$e the pro"lem sol$ing team do the implementation&

11

 :nother approach is to phase the implementers into the team so that the mem"ership changes prior to the implementation& Ahate$er approach is !sed one sho!ld remem"er that the idea is to implement a sol!tion and not to prod!ce a report& Aor* teams are different in that they are a fi?ed part of the organi#ation& +hey ha$e an ongoing f!nction, (hich is to control a set of acti$ities that ma*e !p a discrete operation in the o$erall "!siness process& +hey need to foc!s on the critical factors in their process and to control these factors to ens!re a !ality prod!ct&

HUMAN RESOURCE P8ANNING ( H R P )

Definition 1# $ Need, Availability, Supply !emand HR8 incl!des estimation of ho( many !alified people are necessary to carry o!t the assigned acti$ities, ho( many people (ill "e a$aila"le, and (hat, if anything, m!st "e done to ens!re personnel s!pply e !als personnel demand at the appropriate point in the f!t!re&' Definition # $ "ight numbers, #apability, Organization Ob$ectives HR8 is a 8rocess, "y (hich an organi#ation ens!res that it has the right n!m"er and *ind of people at the right place, at the right time, capa"le of effecti$ely and efficiently completing those tas*s that (ill help the organi#ation achie$e its o$erall o"%ecti$es&' Definition !# $ %ranslation of ob$ectives into &" numbers HR8 is a process of translating organi#ational o"%ecti$es and plans into the n!m"er of (or*ers needed to meet those o"%ecti$es&'

M EA NI N G F PURPOSE O" H RP /n simple (ords HR8 is !nderstood as the process of forecasting an organi#ation.s f!t!re demand for and s!pply of the right type of people in the right n!m"ers& /t is only after HR8 is done, that the company can initiate and plan the recr!itment and selection process& HR8 is a s!"1system in the total organi#ational planning& HR8 facilitates the reali#ation of the company.s o"%ecti$es "y pro$iding right type and right n!m"er of personnel& HR8 is important "eca!se (itho!t a clear1c!t manpo(er planning, estimation of a organi#ation.s h!man reso!rce need is red!ced to mere g!ess(or*& N EED , I M PORTA N CE O" H RP "o % e- * (t f/t /% e )e% (o nne& nee9(# +o a$oid the sit!ations of s!rpl!s or deficiency of manpo(er in f!t!re, it is important to plan yo!r manpo(er in ad$ance& 4or this p!rpose a proper forecasting of f!t!res "!siness needs helps yo! to ascertain o!r f!t!re manpo(er needs& 4rom this angle, HR8 plays an important role to predict the right si#e of manpo(er in the organi#ation& Co )e <it ; - ;* n+e# HR8 ena"les an enterprise to cope (ith changes in competiti$e forces, mar*ets, technology, prod!cts and go$ernment reg!lations& )!ch changes generate changes in %o" content, s*ills demands and n!m"er of h!man reso!rces re !ired& C% e* t in+ ;i+;&. t* &ent e9 )e% (o nne&# )ince %o"s are "ecoming highly intellect!al and inc!m"ents getting $astly professionali#ed, HR8 helps pre$ent shortages of la"or ca!sed "y attritions& 4!rther technology changes (o!ld f!rther !pgrade or degrade %o"s and create manpo(er shortages& /n these sit!ations only acc!rate h!man reso!rce planning can help to meet the reso!rce re !irements& 4!rther HR8 is also an ans(er to the pro"lems of s!ccession planning& P% o t e-t io n o f <e* :e% (e- t io n( # : (ell1concei$ed personnel planning (o!ld also help to protect the interests of the )@G)+, physically handicapped, children of socially oppressed and "ac*(ard classes (ho en%oy a certain percentage of employments not(ithstanding the constit!tional pro$isions of e !al opport!nity for all& I nt e% n*t io n* & (t % *t e+ie(# /nternational e?pansion strategies largely depend !pon effecti$e HR8& Aith gro(ing trends to(ards glo"al operations, the need for HR8 f!rther "ecomes more important as the need to integrate HR8 more closely into the organi#ation *eeps gro(ing& +his is also "eca!se the process of meeting staffing needs from foreign co!ntries gro(s in a comple? manner& "o /n9* t io n of )e% (o nne& f/n- t io n(# HR8 pro$ides essential information for designing and implementing personnel f!nctions s!ch as recr!itment, selection, personnel de$elopment, training and de$elopment etc& I n- % e* (in+ in4e(t ' ent ( in H R# :nother importance is the in$estment that an organi#ation ma*es in h!man capital& /t is important that employees are !sed effecti$ely thro!gho!t their careers& 5eca!se h!man assets can increase the organi#ation $al!e tremendo!sly as opposed to physical assets Re(i(t * n- e t o - ;* n+e , ' o 4e# +he gro(ing resistance to(ards change and mo$e, self e$al!ation, loyalty and dedication ma*ing it more diffic!lt to ass!me that organi#ation can mo$e its employees e$ery(here& Here HR8 "ecomes $ery important and needs the reso!rces to "e planned caref!lly& Ot ;e% 0enefit (# 4ollo(ing are the other "enefits of HR8& 1& Bpper management has a "etter $ie( of HR dimensions of "!siness 2& Management can anticipate im"alances "efore they "ecome !nmanagea"le and e?pensi$e& 2& More time is pro$ided to locate talent 3& 5etter opport!nities e?ists to incl!de (omen and minorities in f!t!re gro(th plans <& 5etter planning of assignments to de$elop managers =& Ma%or and s!ccessf!l demands on local la"or mar*ets can "e made&

1!

H RP SY STEM HR8 )ystem as s!ch incl!des follo(ing elements or sets for planning& -$erall -rgani#ation -"%ecti$es 5!siness >n$ironment 4orecasting Manpo(er Heeds :ssessing Manpo(er )!pply Matching Manpo(er 0emand1)!pply factors 5ased on these elements (e can dra( HR8 )ystem :rchitect!re' as !nder&

Business Environment

Organization Objectives & Goals

Manpower Forecast

Manpower Supply Assessment

Manpower Programming Manpower mplementation !ontrol & Manpower Evaluation

Surplus Manpower

S"ortage o# Manpower

1=

H RP PROCESS O% +* ni5 *t io n* & O03e- t i4e( , Po &i- ie(# $ +he o"%ecti$es of HR plan m!st "e deri$ed from organi#ational o"%ecti$es li*e specific re !irements of n!m"ers and characteristics of employees etc& HR8 needs to s!"1ser$e the o$erall o"%ecti$es "y ens!ring a$aila"ility and !tili#ation of h!man reso!rces& )pecific policies need to "e form!lated to address the follo(ing decisions& /nternal Hiring or >?ternal HiringD +raining ; 0e$elopment plans Bnion @onstraints 9o" enrichment iss!es Rightsi#ing organi#ation :!tomation needs @ontin!o!s a$aila"ility of adapti$e and fle?i"le (or*force M * n)o <e% De' * n9 "o % e- * (t in+# $ /t is the process of estimating the f!t!re !antity and !ality of people re !ired& +he "asis sho!ld "e ann!al "!dget and long term corporate plans 0emand forecasting sho!ld "e "ased on follo(ing factors& Internal Factors: 5!dget constraints 8rod!ction le$els He( prod!cts and ser$ices -rgani#ational str!ct!re >mployee separation External Factors: @ompetition en$ironment >conomic climate 7a(s and reg!latory "odies +echnology changes )ocial 4actors Reasons for Manpower Demand Forecasting: +o !antify %o"s +o determine the )taff1mi? +o assess staffing le$els and a$oid !nnecessary costs 8re$ent shortages of people Monitor compliances of legal re !irements (ith regards to reser$ations M*n)o<e% "o%e-*(tin+ Te-;niG/e(# $ M*n*+e'ent 2/9+'ent# /n this techni !es managers across all the le$els decide the forecast on their o(n %!dgment& +his can "e "ottom1!p or top1do(n approach and %!dgments can "e re$ie(ed across departments, di$isions and top management can concl!de on final n!m"ers of manpo(er re !ired& R*tion$T%en9 An*&.(i(# +his techni !e in$ol$es st!dying past ratios, and forecasting f!t!re ratios ma*ing some allo(ance for changes in the organi#ation or its methods& Wo%: St/9. Te-;niG/e(# /t is possi"le (hen (or* meas!rement to calc!late the length of operations and the amo!nt of manpo(er re !ired& +he starting point can "e prod!ction "!dget, follo(ed "y standard ho!rs, o!tp!t per ho!r; man1ho!rs re !ired etc co!ld "e comp!ted& De&);i Te-;niG/e(# +his techni !e solicits estimates from a gro!p of e?perts, and HR8 e?perts normally act as intermediaries, s!mmari#es $ario!s responses and report the findings "ac* to e?perts&

1>

"&o< Mo9e&(# +his techni !e in$ol$es the flo( of follo(ing components& 0etermine the time re !ired, >sta"lish categories, @o!nt ann!al mo$ements, >stimate pro"a"le transitions& Here demand is a f!nction of replacing those (ho ma*e a transition& M * n)o <e% S/))&. "o % e- * (t in+# $ +his process meas!res the n!m"er of people li*ely to "e a$aila"le from (ithin and o!tside the organi#ation after ma*ing allo(ance for a"senteeism, internal mo$ements and promotions, (astages, changes in ho!rs and other conditions of (or*& Reasons for Manpower Supply Forecasting: @larify )taff1mi?es e?ist in the f!t!re :ssess e?isting staff le$els 8re$ent shortages Monitor e?pected f!t!re compliance of legal re !irements of %o" reser$ations Supply Analysis covers: E6i(tin+ H/'*n Re(o/%-e(# HR :!dits facilitate analysis of e?isting employees (ith s*ills and a"ilities& +he e?isting employees can "e categori#ed as s*ills in$entories (non1 managers) and managerial in$entories (managers) S'ill inventory would include the following( 8ersonal data )*ills )pecial I!alifications )alary 9o" History @ompany data @apa"ilities )pecial preferences )anagement inventories would include the following Aor* History )trengths Aea*nesses 8romotion 8otential @areer Coals 8ersonal 0ata H!m"er and +ypes of )!"ordinates +otal 5!dget Managed 8re$io!s Management 0!ties Internal Supply: /nternal s!pply techni !es help to assess the follo(ing /nflo(s and o!tflo(s (transfers, promotions, separations, resignations, retirements etc&) +!rno$er rate (Ho& -f separations p&a& G :$erage employees p&a& J 100) @onditions of (or* ((or*ing ho!rs, o$ertime, etc&) :"senteeism (lea$es, a"sences) 8rod!cti$ity le$el 9o" mo$ements (9o" rotations or cross f!nctional !tili#ations) E6te%n*& S/))&.# $ >?ternal so!rces are re !ired for follo(ing reasons

1@

 He( "lood, He( e?periences Replenish lost personnel -rgani#ational gro(th 0i$ersification >?ternal so!rces can "e colleges and !ni$ersities, cons!ltants, competitors and !nsolicited applications& H R P&* n I ' )&e' ent * t io n# $ : series of action programs are initiated as a part of HR plan implementation as !nder& Re- % /it ' ent , Se&e- t io n# >mployees are hired against the %o" $acancies& 5ased on the manpo(er demand and s!pply forecasts made, hiring of employees is initiated "ased on s!pply forecasts& 4or this internal and e?ternal so!rces of manpo(er are !tili#ed& : formal selection "oard is esta"lished to inter$ie( and select the "est of the candidates for the re !ired $acancies& 4inally the selected employees also need to "e placed on proper %o"s& Here some companies recr!it employees for specific %o"s (hile others recr!it fresh trainees in large n!m"er and train them for f!t!re manpo(er needs& T% * inin+ * n9 De4e&o )' ent # +he training and de$elopment program is charted o!t to co$er the n!m"er of trainees, e?isting staff etc& +he programs also co$er the identification of reso!rce personnel for cond!cting de$elopment program, fre !ency of training and de$elopment programs and "!dget allocation& Ret % * inin+ * n9 Re9e)&o .' ent H He( s*ills are to "e imparted to e?isting staff (hen technology changes or prod!ct line discontin!ed& >mployees need to "e redeployed to other departments (here they co!ld "e gainf!lly employed& Ret ent io n P&* n# Retention plans co$er actions, (hich (o!ld red!ce a$oida"le separations of employees& Bsing compensation plans, performance appraisals, a$oiding conflicts, pro$iding green past!res etc, can do this& Do <n(i5 in+ )&* n(# Ahere there is s!rpl!s (or*force trimming of la"or force (ill "e necessary& 4or these identifying and managing red!ndancies is $ery essential& M * n* +e% i* & S/- - e((io n P&* nnin+H Methods of managerial s!ccession plans may $ary& Most s!ccessf!l programs seem to incl!de top managements in$ol$ement and commitment, high1le$el re$ie( of s!ccession plans, formal performance assessment and potential assessment and (ritten de$elopment plans for indi$id!als& : typical s!ccession planning in$ol$es follo(ing acti$ities& :nalysis of demand for managers and professionals :!dit of e?isting e?ec!ti$es 8ro%ection of f!t!re li*ely s!pply from internal and e?ternal so!rces /ndi$id!al career path planning @areer co!nseling :ccelerated promotions 8erformance related training and de$elopment )trategic recr!itment Co nt %o & , E4* &/* t io n o f H RP# $ HR 8lan m!st also clarify responsi"ilities for control and esta"lish reporting proced!res, (hich (ill ena"le achie$ements to "e monitored against the plan& +he HR 8lan sho!ld incl!de "!dgets, targets and standards& +hese plans may simply "e reports on the n!m"ers employed, recr!ited against targets etc& SUCCESSION P8ANNING Me*nin+ of S/--e((ion P&*nnin+

17

)!ccession planning is the process or acti$ities connected (ith the s!ccession of persons to fill *ey positions in the organi#ation hierarchy as $acancies arise& +he foc!s of attention is to(ards K(hich. person the s!ccession planning is needed& +he foc!s is not more on career de$elopment "!t it is more to(ards (hat *ind of person is re !ired to fill the f!t!re $acancy& )!ccession planning foc!ses on identification of $acancies and locating the pro"a"le s!ccessor& 4or e?ample in s!ccession planning the *ey concern can "e (ho (ill "e ne?t @>- or (hat (ill happen if the Mar*eting Manager retires in coming March& I')o%t*n-e of S/--e((ion P&*nnin+ )!ccession planning helps (hen there is a s!dden need arises d!e to reason or retirement of a *ey employee& /ndi$id!al employee comes to *no( in ad$ance the le$el to (hich he can rise if he has the a"ility and aptit!de for it& /ndi$id!al employee or s!ccessor feels happy (hen he feels that organi#ation is ta*ing care of his talents and aspirations& )!ccession planning helps create loyalty to(ards the organi#ation and impro$ed moti$ation and morale of indi$id!al employees& -rgani#ation gains sta"le (or*force and lo( employee t!rno$er& Bltimately organi#ation "ecomes s!ccessf!l in accomplishing its goals effecti$ely& CAREER P8ANNING @areer planning is the process or acti$ities offered "y the organi#ation to indi$id!als to identify strengths, (ea*nesses, specific goals and %o"s they (o!ld li*e to occ!py& @areer as a concept means a lifelong se !ences of professional, ed!cational and de$elopmental e?periences that pro%ects an indi$id!al thro!gh the (orld of (or*& /t is a se !ence of positions occ!pied "y a person d!ring his life& @areer may also "e defined as amalgamation of changes in $al!es, attit!des and moti$ation that occ!rs as a person gro(s older& /n career planning, organi#ation is concerned (ith strategic !estions of career de$elopment& 4!rther the organi#ation is concerned a"o!t if it sho!ld employ more grad!ates, more engineers, more scientists or more acco!ntants etc& @areer planning pro$ides pict!re of s!ccession plan for employees as per organi#ational needs& /t foc!ses on the "asis of performance, e?perience, co!ld "e placed (here, (hen and ho(& @areer planning is a process of integrating the employees. needs and aspirations (ith organi#ational re !irements& O03e-ti4e( of C*%ee% P&*nnin+ 1& 2& 2& 3& <& =& 5!ild commitment in the indi$id!al 0e$elop long1range perspecti$e Red!ce personal t!rno$er e?penses 7essen employee o"solescence >ns!re organi#ational effecti$eness :llo( indi$id!al to achie$e personal and (or* related goals&

I')o%t*n-e of C*%ee% P&*nnin+ @areer planning is important "eca!se it helps the indi$id!al to e?plore, choose and stri$e to deri$e satisfaction (ith his o(n career o"%ecti$es&

1A

2O1 ANA8YSIS
2 O1# 9o" is a Kgro!p of tas*s to "e performed e$eryday&' 2O1 ANA8YSIS Definit io n 1# *+r o ce ss o f #o lle ctin g Info r matio n, 9o" :nalysis is a process of st!dying and collecting information relating to operations and responsi"ilities of a specific %o"& +he immediate prod!cts of this analysis are K9o" 0escription. and K9o" )pecifications.&' Definit io n # *Syste mati c -.plo r atio n o f Activit ie s, 9o" :nalysis is a systematic e?ploration of acti$ities (ithin a %o"& /t is a "asic technical proced!re that is !sed to define d!ties and responsi"ilities and acco!nta"ilities of the %o"&' Definit io n !# *Ide ntifyi ng /o b " e 0uir e me nts, 9o" is a collection of tas*s that can "e performed "y a single employee to contri"!te to the prod!ction of some prod!ct or ser$ice, pro$ided "y the organi#ation& >ach %o" has certain a"ility re !irements (as (ell as certain re(ards) associated (ith it& 9o" :nalysis is a process !sed to identify these re !irements&' M EA NI N G O" 2 O1 A NA 8 Y SI S 9o" :nalysis is a process of collecting information a"o!t a %o"& +he process of %o" analysis res!lts into t(o sets of data& 9o" 0escription 9o" )pecification :s a res!lt 9o" analysis in$ol$es the follo(ing steps in a logical order& St eps o f o ! A na lysis 1& @ollecting and recording %o" information 2& @hec*ing the %o" information for acc!racy 2& Ariting %o" description "ased on information collected to determine the s*ills, *no(ledge, a"ilities and acti$ities re !ired 3& Bpdating and !pgrading this information PURPOSE O" 2 O1 AN A 8Y SI S# $ H /' * n Re(o /% - e P&* nnin+ (H RP)# 1 +he n!m"ers and types of personnel are determined "y the %o"s, (hich need to "e staffed& 9o" related information in the form of 9o" :nalysis ser$es this p!rpose or !se& Re- % /it ' ent , Se&e- t io n# 1 Recr!itment precedes %o" analysis& /t helps HR to locate places to o"tain employees& /t also helps in "etter contin!ity and planning in staffing in the organi#ation& :lso selecting a good candidate also re !ires detailed %o" information& 5eca!se the o"%ecti$e of hiring is to match the right candidate for right %o" T% * inin+ , De4e&o )' ent # +raining and de$elopment programs can "e designed depending !pon %o" re !irement and analysis& )election of trainees is also facilitated "y %o" analysis& 2 o0 E4* &/* t io n# 9o" e$al!ation means determination of relati$e (orth of each %o" for the p!rpose of esta"lishing (age and salary credentials& +his is possi"le (ith the help of %o" description and specifications; i&e& 9o" :nalysis&

1C

 Re' /ne% * t io n# 9o" analysis also helps in determining (age and salary for all %o"s& Pe% fo % ' * n- e A))% * i(* &# 8erformance appraisal, assessments, re(ards, promotions, is facilitated "y %o" analysis "y (ay of fi?ing standards of %o" performance& Pe% (o nne& I nfo% ' * t io n# 9o" analysis is $ital for "!ilding personnel information systems and processes for impro$ing administrati$e efficiency and pro$iding decision s!pport& S* fet . , H e* &t ;# 9o" :nalysis helps to !nco$er ha#ardo!s conditions and !nhealthy en$ironmental factors so that correcti$e meas!res can "e ta*en to minimi#e and a$oid possi"ility of h!man in%!ry& PROCESS O" 2 O1 AN A 8Y SI S P%o-e(( P%o-e(( P%o-e(( P%o-e(( P%o-e(( 1# # !# =# ># )trategic @hoices @ollecting /nformation 8rocessing /nformation 9o" 0escription 9o" )pecification

St %* t e+i- C;o i- e(# $ Ex t ent o f invo lv em ent o f em plo yees: >?tent of employee in$ol$ement is a de"ata"le point& +oo m!ch in$ol$ement may res!lt in "ias in fa$or of a %o" in terms of inflating d!ties and responsi"ilities& +oo less in$ol$ement leads to s!spicion a"o!t the moti$es "ehind the %o"& 5esides it may also lead to inacc!rate information& Hence e?tent of in$ol$ement depends on the needs of the organi#ation and employee& " ev el o f det a ils o f #o! a na lysis: +he nat!re of %o"s "eing analy#ed determines the le$el of details in %o" analysis& /f the p!rpose (ere for training programs or assessing the (orth of %o", le$els of details re !ired (o!ld "e great& /f the p!rpose is %!st clarification the details re !ired (o!ld "e less& $im ing a nd fr e%uenc y o f o! Ana lysis: Ahen do yo! do 9o" :nalysisD /nitial stage, for ne( organi#ation He( 9o" is created @hanges in 9o", +echnology and 8rocesses 0eficiencies and 0isparities in 9o" He( compensation plan is introd!ced Bpdating and !pgrading is re !ired& &a st -o r ient ed a nd fut ur e-o r ient ed o ! A na lysis: 4or rapidly changing organi#ation more f!t!re oriented approach (o!ld "e desired& 4or traditional organi#ations past oriented analysis (o!ld "e re !ired& Ho(e$er more f!t!re oriented analysis may "e deri$ed "ased on past data& So ur c es of o ! Dat a : 4or %o" analysis n!m"er of h!man and non1h!man so!rces is a$aila"le "esides %o"holder himself& 4ollo(ing can "e so!rces of data a$aila"le for %o" analysis& N o n$H /' * n So /%- e( H /' * n So /% - e( >?isting %o" descriptions and 9o" :nalysis specifications 9o" /nc!m"ents > !ipment maintenance records )!per$isors > !ipment design "l!eprints 9o" >?perts :rchitect!ral "l!eprints of (or* area 4ilms of employee (or*ing +raining man!als and materials Maga#ines, ne(spapers, literat!res Co &&e- t in+ I nfo% ' * t io n# $ /nformation collection is done on the "asis of follo(ing 2 parameters

%ypes

of !ata for /ob Analysis1 Aor* :cti$ities (+as*s details) /nterface (ith other %o"s and e !ipments (8roced!res, 5eha$iors, Mo$ements) Machines, +ools, > !ipments and Aor* :ids (7ist, Materials, 8rod!cts, )er$ices) 9o" @onte?t (8hysical, )ocial, -rgani#ational, Aor* sched!le) 8ersonal Re !irement ()*ills, >d!cation, +raining, >?perience)

)ethods of !ata #ollection1 -"ser$ation /nter$ie( I!estionnaires @hec*lists +echnical @onference 0iary Methods 2ho to #ollect !ata3 +rained 9o" :nalysts )!per$isors 9o" /nc!m"ents P% o - e((in+ I nfo % '* t io n# $ -nce the %o" information is collected it needs to "e processed, so that it (o!ld "e !sef!l in $ario!s personnel f!nctions& )pecifically %o" related data (o!ld "e !sef!l to prepare %o" description and specifications, (hich form the ne?t t(o processes of %o" analysis& M ETH ODS O" DA TA CO8 8 ECTI ON # '!ser v a t io n: 9o" :nalyst caref!lly o"ser$es the %o"holder and records the information in terms of (hat, ho( the %o" is done and ho( m!ch time is ta*en& /t is a simple and acc!rate method, "!t is also time cons!ming and inapplica"le to %o"s in$ol$ing mental acti$ities and !no"ser$a"le %o" cycles& +he analysts m!st "e f!lly trained o"ser$ers& I nt er v iew: /n this analyst inter$ie(s the %o"holders, his s!per$isors to elicit information& /t can "e )tr!ct!red or Bnstr!ct!red /nter$ie(& :gain this is also a time cons!ming method in case of large organi#ations& 8l!s there is also a pro"lem of "ias& (uest io nna ir es: : standard !estionnaire is gi$en to %o"holder a"o!t his %o", (hich can "e filled and gi$en "ac* to s!per$isors or %o" analysts& +he !estionnaire may contain %o" title, %o"holder.s name, managers name, reporting staff, description of %o", list of main d!ties and responsi"ilities etc& /t is !sef!l in large n!m"er of staffs and less time cons!ming& Ho(e$er the acc!racy of information lea$es m!ch to "e desired& )*ec +list s : /t is more similar to !estionnaire "!t the response sheet contains fe(er s!"%ecti$e %!dgments and tends to "e either yes or no $ariety& 8reparation of chec*list is a challenging %o" itself& $ec *nic a l )o nfer enc e: Here a conference of s!per$isors is !sed& +he analysts initiate the disc!ssions pro$iding %o" details& Ho(e$er this method lac*s acc!racy& Dia r y M et *o ds: /n this method %o"holder is re !ired to note do(n their acti$ities day "y day in their diary& /f done faithf!lly this techni !e is acc!rate and eliminates errors ca!sed "y memory lapses etc& Q/* nt it *t i4e M et ;o 9( o f 2 o0 D* t * Co &&e- t io n# $ Po (it io n A n* &.(i( Q/e(t io nn* i% e (PA Q)# $ 8:I is a highly speciali#ed instr!ment for analy#ing any %o" in terms of employee acti$ities& +he 8:I contains 193 %o" elements on (hich %o" is created depending on the degree to (hich an element is present& +hese elements are gro!ped together into = categories& 1& B , Bsa"ility G Bse of 9o"

2& 2& 3& <& =&

/ , /mportance of 9o" + , +ime 8 , 8ossi"ility of -cc!rrence of 9o" : , :pplica"ility of 9o" ) , )pecialty +as*s of 9o"

+he primary ad$antage of 8:I is that it can "e !sed to analy#e almost e$ery %o"& +his analysis pro$ides a comparison of a specific %o" (ith other %o" classifications, partic!larly for selection and rem!neration p!rposes& Ho(e$er 8:I needs to "e completed "y trained %o" analysts only rather than inc!m"ents& M * n* +e' ent Po (it io n De(- % i)t io n Q/e(t io nn* i% e (M PDQ)# $ Highly str!ct!red !estionnaire, containing 208 elements relating to managerial responsi"ilities, demand, restrictions and other position characteristics +hese 208 elements are gro!ped !nder 12 categories& 8:I and M80I yie ld standar di# e d info r matio n a"o !t the ( or *e r and the %o "& "/n- t io n* & 2 o 0 A n* &.(i(# $ /t is a ( or *e r o r ie nte d %o " analytical appr o ach, ( hich atte mpts to de scr i"e the ( ho le pe r so n o n the %o "& 1A RRI ERS O" 2 O1 A NA 8Y SI S )!pport from +op Management )ingle means and so!rce, reliance on single method rather than com"ination Ho +raining or Moti$ation to 9o"holders :cti$ities and 0ata may "e 0istorted

2O1 DESCRIPTION
9o" 0escription implies o"%ecti$e listing of the %o" title, tas*s, and responsi"ilities in$ol$ed in a %o"&' 9o" description is a (ord pict!re in (riting of the d!ties, responsi"ilities and organi#ational relationships that constit!tes a gi$en %o" or position& /t defines contin!ing (or* assignment and a scope of responsi"ility that are s!fficiently different from those of the other %o"s to (arrant a specific title& 9o" description is a "road statement of p!rpose, scope, d!ties and responsi"ilities of a partic!lar %o"& Content( of 2o0 De(-%i)tion 1& 9o" /dentification 2& 9o" )!mmary 2& 9o" 0!ties and Responsi"ilities 3& )!per$ision specification <& Machines, tools and materials =& Aor* conditions 6& Aor* ha#ards 8& 0efinition of !n!s!al terms "o%'*t of 2o0 De(-%i)tion 9o" +itle RegionG7ocation 0epartment Reporting to (-perational and Managerial) -"%ecti$e 8rincipal d!ties and responsi"ilities "e* t /% e( o f Goo 9 2o 0 De(- % i)t io n 1& Bp to date 2& 8roper 9o" +itle 2& @omprehensi$e 9o" )!mmary 3& @lear d!ties and responsi"ilities <& >asily !nderstanda"le =& )tate %o" re !irements 6& )pecify reporting relationships 8& )ho(case degrees of diffic!lties 9& /ndicates opport!nities for career de$elopment 10& -ffer "ird.s1eye1$ie( of primary responsi"ilities

2O1 SPECI"ICATIONS
9o" )pecification in$ol$es listing of employee !alifications, s*ills and a"ilities re !ired to meet the %o" description& +hese specifications are needed to do %o" satisfactorily&' /n other (ords it is a statement of minim!m and accepta"le h!man !alities necessary to perform %o" properly& 9o" specifications see*s to indicate (hat *ind of persons may "e e?pected to most closely appro?imate the role re !irements and th!s it is "asically concerned (ith matters of selection, screening and placement and is intended to ser$e as a g!ide in hiring& Content( of 2o0 S)e-ifi-*tion( 1& 8hysical @haracteristics 2& 8sychological characteristics 2& 8ersonal characteristics 3& Responsi"ilities <& 0emographic feat!res 4!rther the %o" specifications can "e di$ided into three "road categories -ssential Attributes !esirable Attributes #ontra4Indicators 5 indicators hampering the success of $ob

2O1 EVA8UATION
9o" >$al!ation in$ol$es determination of relati$e (orth of each %o" for the p!rpose of esta"lishing (age and salary differentials& Relati$e (orth is determined mainly on the "asis of %o" description and %o" specification only& 9o" >$al!ation helps to determine (ages and salary grades for all %o"s& >mployees need to "e compensated depending on the grades of %o"s (hich they occ!py& Rem!neration also in$ol$es fringe "enefits, "on!s and other "enefits& @learly rem!neration m!st "e "ased on the relati$e (orth of each %o"& /gnoring this "asic principle res!lts in ine !ita"le compensation& : perception of ine !ity is a s!re (ay of de1moti$ating an employee& 9o" e$al!ation is a process of analy#ing and assessing the $ario!s %o"s systematically to ascertain their relati$e (orth in an organi#ation& 9o"s are e$al!ated on the "asis of content, placed in order of importance& +his esta"lishes 9o" Hierarchies, (hich is a p!rpose of fi?ation of satisfactory (age differentials among $ario!s %o"s& 9o"s are ran*ed (not %o"holders) S-o)e of 2o0 E4*&/*tion +he %o" e$al!ation is done for the p!rpose of (age and salary differentials, demand for and s!pply of la"or, a"ility to pay, ind!strial parity, collecti$e "argaining and the li*e& P%o-e(( of 2o0 E4*&/*tion# 1& 0efining o"%ecti$es of %o" e$al!ation a& /dentify %o"s to "e e$al!ated (5enchmar* %o"s or all %o"s) "& Aho sho!ld e$al!ate %o"D c& Ahat training do the e$al!ators needD d& Ho( m!ch time in$ol$edD e& Ahat are the criteria for e$al!ationD f& Methods of e$al!ation to "e !sed 2& Aage )!r$ey 2& >mployee @lassification 3& >sta"lishing (age and salary differentials& Met;o9( of 2o0 E4*&/*tion An*&.ti-*& Met;o9( Point R*n:in+ Met;o9(E 0ifferent factors are selected for different %o"s (ith accompanying differences in degrees and points& "*-to% Co')*%i(on Met;o9# +he important factors are selected (hich can "e ass!med to "e common to all %o"s& >ach of these factors are then ran*ed (ith other %o"s& +he (orth of the %o" is then ta*en "y adding together all the point $al!es& Non$An*&.ti-*& Met;o9( R*n:in+ Met;o9# 9o"s are ran*ed on the "asis of its title or contents& 9o" is not "ro*en do(n into factors etc&

>

 2o0 G%*9in+ Met;o9# /t is "ased on the %o" as a (hole and the differentiation is made on the "asis of %o" classes and grades& /n this method it is important to form a grade description to co$er discerni"le differences in s*ills, responsi"ilities and other characteristics&

Pitf*&&( of 2o0 E4*&/*tion# >nco!rages employees on ho( to ad$ance in position (hen there may "e limited opport!nities for enhancement as a res!lt of do(nsi#ing& /t promotes internal foc!s instead of c!stomer orientation Hot s!ita"le for for(ard loo*ing organi#ations, (hich has trimmed m!ltiple %o" titles into t(o or three "road %o"s&

2O1 DESIGN
+he 7ogical )e !ence to 9o" :nalysis is 9o" 0esign& Definit io n 1# Inte gr atio n o f wo r ' , r ew ar ds and 0ualifica tio n 9o" 0esign integrates (or* content (tas*s, f!nctions, relationships), the re(ards and !alifications re !ired incl!ding s*ills, *no(ledge and a"ilities for each %o" in a (ay that meets the needs of employees and the organi#ation&' St e)( in 2 o0 1& )pecification 2& )pecification 2& @om"ination De(i+n# $ of /ndi$id!al +as*s of Methods of +as*s 8erformance of +as*s into )pecific 9o"s to "e assigned to indi$id!als

"* - to % ( * ffe- t in+ 2 o0 De(i+n# $ O% +* ni5 *t io n* & f* - t o% (# @haracteristics of +as*s (8lanning, >?ec!tion and @ontrolling of +as*) Aor* 4lo( (8rocess )e !ences) >rgonomics (+ime ; Motion )t!dy) Aor* 8ractices ()et of (ays of performing tas*s) En4i% o n' ent * & "* -t o% (# >mployee :"ilities and :$aila"ility )ocial and @!lt!ral >?pectations 1e;* 4io % * & E&e' ent (# 4eed"ac* :!tonomy Bse of :"ilities Lariety TECH N I QUES O" 2 O1 DESI GN # $ W o% : Si' )&ifi- * t io n# 9o" is simplified or speciali#ed& +he %o" is "ro*en do(n into small parts and each part is assigned to an indi$id!al& +o "e more specific, (or* simplification is mechanical pacing of (or*, repetiti$e (or* processes, (or*ing only on one part of a prod!ct, predetermining tools and techni !es, restricting interaction amongst employees, fe( s*ills re !irement& Aor* simplification is !sed (hen %o"s are not speciali#ed& 2 o0 Ro t *t io n# Ahen inc!m"ents "ecome "ore of ro!tine %o"s, %o" rotation is an ans(er to it& Here %o"s remain !nchanged, "!t the inc!m"ents shift from one %o" to another& -n the positi$e side, it increases the intrinsic re(ard potential of a %o" "eca!se of different s*ills and a"ilities needed to perform it& Aor*ers "ecome more competent in se$eral %o"s, *no( $ariety of %o"s and impro$e the self1image, personal gro(th& 4!rther the (or*er "ecomes more $al!a"le to the organi#ation& 8eriodic %o" changes can impro$e interdepartmental cooperation& -n the negati$e side, it may not "e m!ch enth!siastic or efficiency may not "e more& 5esides %o"s may not impro$e the relationships "et(een tas*,

(hile acti$ities and o"%ecti$es remain !nchanged& 4!rther training costs also rise and it can also de1moti$ate intelligent and am"itio!s trainees (ho see* specific responsi"ilities in their chosen specialties& 2 o0 En&* % +e' ent # /t means e?panding the n!m"er of tas*s, or d!ties assigned to a gi$en %o"& 9o" enlargement is nat!rally opposite to (or* simplification& :dding more tas*s or d!ties to a %o" does not mean that ne( s*ills and a"ilities are needed& +here is only hori#ontal e?pansion& /t is (ith same s*ills ta*ing additional responsi"ilities li*e e?tending (or*ing ho!rs etc& 9o" enlargement may in$ol$e "rea*ing !p of the e?isting (or* system and redesigning a ne( (or* system& 4or this employees also need to "e trained to ad%!st to the ne( system& 9o" enlargement is said to contri"!te to employee moti$ation "!t the claim is not $alidated in practice& ,enefits of o! Enlargement: 1& +as* Lariety 2& Meaningf!l Aor* Mod!les 2& 4!ll :"ility Btili#ation 3& Aor*er 8aced @ontrol <& Meaningf!l 8erformance 4eed"ac* Disadvantages of o! Enlargement 1& High +raining @osts 2& Redesigning e?isting (or* system re !ired 2& 8rod!cti$ity may not increase necessarily 3& Aor*load increases <& Bnions demand pay,hi*e =& 9o"s may still remain "oring and ro!tine 2 o0 En% i- ;' ent # 9o" enrichment is impro$isation of "oth tas*s efficiency and h!man satisfaction "y "!ilding into people.s %o"s, !ite specifically, greater scope for personal achie$ement and recognition, more challenging and responsi"le (or* and more opport!nity for indi$id!al ad$ancement and gro(th& :n enriched %o" (ill ha$e more responsi"ility, more a!tonomy ($ertical enrichment), more $ariety of tas*s (hori#ontal enrichment) and more gro(th opport!nities& +he employee does more planning and controlling (ith less s!per$ision "!t more self1e$al!ation& /n other (ords, transferring some of the s!per$isor.s tas*s to the employee and ma*ing his %o" enriched& 1enefit ( o f 2 o0 en% i- ;' ent 1& /t "enefits employee and organi#ation in terms of increased moti$ation, performance, satisfaction, %o" in$ol$ement and red!ced a"senteeism& 2& :dditional feat!res in %o" meet certain psychological needs of %o"holders d!e to s*ill $ariety, identity, significance of %o" etc& 2& /t also adds to employee self1esteem and self1control& 3& 9o" enrichment gi$es stat!s to %o"holder and acts as a strong satisfier in one.s life& <& 9o" enrichment stim!lates impro$ements in other areas of organi#ation& =& >mpo(erment is a "y1prod!ct of %o" enrichment& /t means passing on more a!thority and responsi"ility& De' e% it ( o f 2o 0 En% i- ;' ent 1& 7a#y employees may not "e a"le to ta*e additional responsi"ilities and po(er& /t (on.t fetch the desired res!lts for an employee (ho is not attenti$e to(ards his %o"& 2& Bnions resistance, increased cost of design and implementation and limited research on long term effect of %o" enrichment are some of the other demerits&

2& 9o" enrichment itself might not "e a great moti$ator since it is %o"1intrinsic factor& :s per the t(o1factor moti$ation theory, %o" enrichment is not eno!gh& /t sho!ld "e preceded "y hygienic factors etc& 3& 9o" enrichment ass!mes that (or*ers (ant more responsi"ilities and those (or*ers (ho are moti$ated "y less responsi"ility, %o" enrichment s!rely de1moti$ates them <& Aor*ers participation may affect the enrichment process itself& =& @hange is diffic!lt to implement and is al(ays resisted as %o" enrichment "rings in a changes the responsi"ility& A /to no ' o /( o f Se&f$ Di% e- t e9 Te* ' (# >mpo(erment res!lts in self1directed (or* teams& : self ,directed team is an intact gro!p of employees responsi"le for (hole (or* segment, they (or* together, handle day1to1day pro"lems, plan and control, and are highly effecti$e teams& H i+; Pe% fo % ' * n- e Wo % : De(i+n# /mpro$ing performance in an en$ironment (here positi$e and demanding goals are set leads to high performance (or* design& /t starts from the principle of a!tonomo!s gro!ps (or*ing and de$eloping an approach, (hich ena"les gro!p to (or* effecti$ely together in sit!ations (here the rate of inno$ation is $ery high& -perational fle?i"ility is important and there is the need for employees to gain and apply ne( s*ills !ic*ly (ith minim!m s!per$ision& Ho(e$er d!e to "!rea!cracy high performance (or* design does not (or*&

DESIGNING 2O1S MOTIVATING 2O1S

+he concept of moti$ating %o"s relates to 9o" design& 9o" design affects employee prod!cti$ity, moti$ation and satisfaction& 9o" design is a conscio!s effort to organi#e tas*s, d!ties and responsi"ilities into a !nit of (or* to achie$e certain o"%ecti$es& Ho( a %o" design creates a moti$ating %o" can "e seen (ith the help of certain components of %o" design, namely, %o" rotation, %o" enlargement, %o" enrichment, (or* simplification etc& Aor* simplification simplifies the %o" "y "rea*ing do(n the %o" into small parts& )implified %o"s are easy to perform hence employees find it easy to do& +raining re !irements are red!ced and it "enefits the organi#ations in terms of cost& 9o" rotation means mo$ement of employees of %o" to %o" across the organi#ation& /t impro$es the intrinsic re(ard potential of a %o" "eca!se of different s*ills and a"ilities are needed to perform a %o"& Aor*ers "ecome more competent in se$eral %o"s rather than only one& /t also impro$es (or*ers self image, pro$ides personal gro(th and ma*es (or*ers more $al!a"le to the organi#ation& 8eriodic %o" change can impro$e inter1departmental cooperation& >mployees "ecome more !nderstanding to each other.s pro"lems& @onse !ently it pro$ides a high le$el of moti$ation to employees "eca!se %o"s itself "ecome moti$ators& Hence %o" rotation helps the %o" "ecome more moti$ating& 9o" enlargement in$ol$es e?panding n!m"er of tas*s or d!ties assigned to a gi$en %o"& 9o" enrichment in$ol$es impro$ing tas* efficiency and h!man satisfaction& 9o" enrichment pro$ides greater scope for personal achie$ement and recognition, more challenging and responsi"le (or* and more opport!nity for indi$id!al ad$ancement and gro(th& :n enriched %o" gi$es $ertical enrichment in the form of more responsi"ility and a!tonomy and a hori#ontal enrichment in the form of $ariety of tas*s and more gro(th opport!nities& +he employee does more planning and controlling (ith less s!per$ision "!t more self1 e$al!ation& :ll these factors lead to increased le$el of moti$ation and hence ma*e the %o"s more moti$ated& @onsidering a"o$e e?amples, (e can say that designing %o"s is act!ally !sing the rele$ant and right techni !es of %o" design, li*e rotation, enrichment, simplifications and ma*e the %o"s more moti$ating to perform& )o (e can say that 0esigning 9o"s is act!ally creating Moti$ated 9o"s&

!E

2O1 SATIS"ACTION
9o" satisfaction is the res!lt of $ario!s attit!des possessed "y an employee to(ards his %o", related factors and life in general& +he attit!des related to %o" may "e (ages, s!per$ision, steadiness, (or*ing conditions, ad$ancement opport!nities, recognitions, fair e$al!ation of (or*, social relations on %o", prompt settlement of grie$ances etc& /n short %o" satisfaction is a general attit!de, (hich is the res!lt of many specific attit!des in three areas namely, %o" factors, indi$id!al characteristics and gro!p relationships o!tside the %o"& Co')onent( of 2o0 S*ti(f*-tion Pe%(on*& f*-to%(# )e?, 0ependents, :ge, +imings, /ntelligence, >d!cation and 8ersonality& 2o0 in;e%ent f*-to%(# +ype of (or*, )*ills, -cc!pational stat!s, Ceography, )i#e of plant M*n*+e'ent -ont%o&&e9 f*-to%(# )ec!rity, 8ayment, 4ringe "enefits, :d$ancement opport!nities and Aor*ing conditions, @o1(or*ers, Responsi"ilities, )!per$ision 2o0 S*ti(f*-tion , 1e;*4io% %e&*tion(;i) i( 9e(-%i0e9 t;%o/+; fo&&o<in+ e6*')&e(? )atisfaction )atisfaction )atisfaction )atisfaction ; ; ; ; +!rno$er :"senteeism :ccidents 9o" 8erformance

!1

WORI SAMP8ING
Definition 1# )easuring and 0uantifying activities M: meas!rement techni !e for the occ!rring acti$ity&M Me*nin+ of Wo%: S*')&in+ Aor* sampling is "ased on the theory that the percentage of the n!m"er of o"ser$ations on a partic!lar acti$ity is a relia"le meas!re of the percentage of the total act!al time spent on that acti$ity& Aor* sampling operates "y an o"ser$er ta*ing a series of random o"ser$ations on a partic!lar MthingM of interest (machine, operating room, doc*, etc&) to o"ser$e its MstateM ((or*ing, idle, sleeping, empty, etc&)& Ahen eno!gh samples are ta*en, an analysis of the o"ser$ations yields a statistically $alid indication of the states for each thing analy#ed& :ss!me, for e?ample, that yo! (ish to determine the proportion of time a factory operator is (or*ing or idle& :lso ass!me that 200 random o"ser$ations (ere made of the operator and d!ring 23 of these he or she (as o"ser$ed to "e idle& +herefore, yo! find that the indi$id!al is (or*ing 16=G200 N 88O of the time& A94*nt*+e( of Wo%: S*')&in+ /t is relati$ely ine?pensi$e to !se and e?tremely helpf!l in pro$iding a deeper !nderstanding of all types of operations& Ahen properly !sed, it can help pinpoint those areas, (hich sho!ld "e analy#ed in, f!rther detail and can ser$e as a meas!re of the progress "eing made in impro$ing operations& Q/e(tion( of <o%: (*')&in+ (t/9. Ahat is o!r e !ipmentGasset !tili#ationD Ahen (e are not adding $al!e to the prod!ct, ho( are (e spending o!r timeD Ho( are o!r inter1dependent systems performingD Ahere sho!ld (e foc!s o!r contin!o!s impro$ement acti$itiesD !antitati$e analysis of non1repetiti$e or irreg!larly

Di(tin-tion 0et<een Wo%: (*')&in+ *n9 JTi'e St/9ie(J Aor* sampling is lo(er cost "eca!se it !ses random samples instead of contin!o!s o"ser$ations& Many operators or machines can "e st!died "y a single o"ser$er Aor* sampling can span se$eral days or (ee*s, th!s minimi#ing the effects of day to day load or e !ipment $ariations Aor* )ampling tends to minimi#e operator "eha$ior modification d!ring o"ser$ation&

Aor* )ampling, in general, does not re !ire a trained time1st!dy analyst to ta*e the o"ser$ations& :lso, stop(atches or other timing de$ices are not re !ired& Many st!dies ma*e !se of off1shift technicians or operators to ta*e the o"ser$ations&

Wo%: (*')&in+ Met;o9o&o+. :n analyst R:H0-M7P o"ser$es an acti$ity (e !ipment, operating room, prod!ction line) and notes the partic!lar states of the acti$ity at each o"ser$ation& +he ratio of the n!m"er of o"ser$ations of a gi$en state of the acti$ity to the total n!m"er of o"ser$ations ta*en (ill appro?imate the percentage of time that the acti$ity is in that gi$en state& Hote that random o"ser$ations are $ery critical for a (or* sampling st!dy& : "rief e?ample might "e that 66 of 100 o"ser$ations sho(ed a machine to "e r!nning& Ae might then concl!de, (ithin certain statistical limits, that the e !ipment is operational 66O of the time&

!!

RECRUITMENT , SE8ECTION
RECRUI TM EN T Definit io n Of Re- % /it ' ent # 6ind ing and Attr acting Applica tio ns Recr!itment is the 8rocess of finding and attracting capa"le applicants for employment& +he 8rocess "egins (hen ne( recr!its are so!ght and ends (hen their applications are s!"mitted& +he res!lt is a pool of application from (hich ne( employees are selected&' M EA NI N G O" RECRUI TM EN T# Recr!itment is !nderstood as the process of searching for and o"taining applicants for %o"s, from among them the right people can "e selected& +ho!gh theoretically recr!itment process is said to end (ith the receipt of applications, in practice the acti$ity e?tends to the screening of applications so as to eliminate those (ho are not !alified for the %o"& PURPOSE AN D I M PORTA N CE O" RECRUI TM EN T# $ 1& 0etermine the present and f!t!re re !irements in con%!nction (ith personnel planning and %o" analysis acti$ities 2& /ncrease the pool of %o" candidates at minim!m cost 2& Help increase s!ccess rate of selection process "y red!cing n!m"er of !nder1 !alified or o$er1 !alified applications& 3& Red!ce the pro"a"ility that %o" applicants once selected (o!ld lea$e shortly <& Meet legal and social o"ligations =& /dentify and prepare potential %o" applicants 6& >$al!ate effecti$eness of $ario!s recr!itment techni !es and so!rces for %o" applicants& "A CTORS GOVERN I N G RECRUI TM EN T E6te%n*& "*-to%(# 0emand and )!pply ()pecific )*ills) Bnemployment Rate (:rea1(ise) 7a"or Mar*et @onditions 8olitical and 7egal >n$ironment (Reser$ations, 7a"or la(s) /mage Inte%n*& "*-to%( Recr!itment 8olicy (/nternal Hiring or >?ternal HiringD) H!man Reso!rce 8lanning (8lanning of reso!rces re !ired) )i#e of the -rgani#ation (5igger the si#e lesser the recr!itment pro"lems) @ost Cro(th and >?pansion 8lans RECRUI TM EN T PROCESS Re-%/it'ent P&*nnin+ H!m"er of contacts +ypes of contacts Re-%/it'ent St%*te+. De4e&o)'ent

!=

 Ma*e or 5!y >mployees +echnological )ophistication Ahere to loo* Ho( to loo* Inte%n*& Re-%/it'ent (So/%-e 1) 8resent employees >mployee referrals +ransfers ; 8romotions 4ormer >mployees 8re$io!s :pplicants >$al!ation of /nternal Recr!itment E6te%n*& Re-%/it'ent (So/%-e ) 8rofessionals or +rade :ssociations :d$ertisements >mployment >?changes @amp!s Recr!itment Aal*1ins /nter$ie(s @ons!ltants @ontractors 0isplaced 8ersons Radio ; +ele$ision :c !isitions ; Mergers @ompetitors >$al!ation of >?ternal Recr!itment Se*%-;in+ )o!rce acti$ation )elling )creening of :pplications E4*&/*tion *n9 Co(t Cont%o& )alary @ost Management ; 8rofessional +ime spent :d$ertisement @ost 8rod!cing )!pporting literat!re Recr!itment -$erheads and >?penses @ost of -$ertime and -!tso!rcing @ons!ltant.s fees E4*&/*tion of Re-%/it'ent P%o-e(( Ret!rn rate of applications sent o!t )!ita"le @andidates for selection Retention and 8erformance of selected candidates Recr!itment @ost +ime lapsed data /mage pro%ection IN TERN A 8 RECRUI TM EN T A 94* nt* +e( Di(* 94* nt * +e( 1& 7ess @ostly 1& -ld concept of doing things 2& @andidates already oriented to(ards 2& /t a"ets raiding organi#ation 2& @andidates c!rrent (or* may "e 2& -rgani#ations ha$e "etter *no(ledge affected a"o!t internal candidates 3& 8olitics play greater roles 3& >mployee morale and moti$ation is <& Morale pro"lem for those not enhanced promoted&

!>

EXTERN A 8 RECRUI TM EN T A 94* nt* +e( Di(* 94* nt * +e( 1& 5enefits of ne( s*ills and talents 1& 5etter morale and moti$ation 2& 5enefits of ne( e?periences associated (ith internal recr!iting is 2& @ompliance (ith reser$ation policy denied "ecomes easy 2& /t is costly method 3& )cope for resentment, %ealo!sies, and 2& @hances of creeping in false positi$e heart"!rn are a$oided& and false negati$e errors 3& :d%!stment of ne( employees ta*es longer time& SE8 ECTI ON # $ M EA NI N G O" SE8 ECTI ON # )election is the process of pic*ing !p indi$id!als (o!t of the pool of %o" applicants) (ith re !isite !alifications and competence to fill %o"s in the organi#ation& : formal definition of )election is as !nder Definit io n o f Se&e- t io n# +r o ce ss o f diffe r e ntiat ing )election is the process of differentiating "et(een applicants in order to identify and hire those (ith a greater li*elihood of s!ccess in a %o"&' DI ""EREN CE 1ETW EEN RECRUI TM EN T A N D SE8 ECTI ON # Re-%/it'ent 1& Recr!itment refers to the process of identifying and enco!raging prospecti$e employees to apply for %o"s& 2& Recr!itment is said to "e positi$e in its approach as it see*s to attract as many candidates as possi"le& Se&e-tion 1& )election is concerned (ith pic*ing !p the right candidates from a pool of applicants& 2& )election on the other hand is negati$e in its application in as m!ch as it see*s to eliminate as many !n !alified applicants as possi"le in order to identify the right candidates&

PROCESS F STEPS I N SE8 ECTI ON 1& P% e&i' in* % . Int e% 4ie<# +he p!rpose of preliminary inter$ie(s is "asically to eliminate !n !alified applications "ased on information s!pplied in application forms& +he "asic o"%ecti$e is to re%ect misfits& -n the other hands preliminary inter$ie(s is often called a co!rtesy inter$ie( and is a good p!"lic relations e?ercise& 2& Se&e- t io n Te(t (# 9o"see*ers (ho past the preliminary inter$ie(s are called for tests& +here are $ario!s types of tests cond!cted depending !pon the %o"s and the company& +hese tests can "e :ptit!de +ests, 8ersonality +ests, and :"ility +ests and are cond!cted to %!dge ho( (ell an indi$id!al can perform tas*s related to the %o"& 5esides this there are some other tests also li*e /nterest +ests (acti$ity preferences), Craphology +est (Hand(riting), Medical +ests, 8sychometric +ests etc& 2& E' )&o .' ent I nt e% 4ie<# +he ne?t step in selection is employment inter$ie(& Here inter$ie( is a formal and in1depth con$ersation "et(een applicant.s accepta"ility& /t is considered to "e an e?cellent selection de$ice& /nter$ie(s can "e -ne1to1-ne, 8anel /nter$ie(, or )e !ential /nter$ie(s& 5esides there can "e )tr!ct!red and Bnstr!ct!red inter$ie(s, 5eha$ioral /nter$ie(s, )tress /nter$ie(s& 3& Refe% en- e , 1* - :+% o /n9 C;e- :(# Reference chec*s and "ac*gro!nd chec*s are cond!cted to $erify the information pro$ided "y the candidates& Reference chec*s can

!@

"e thro!gh formal letters, telephone con$ersations& Ho(e$er it is merely a formality and selections decisions are seldom affected "y it& <& Se&e- t io n De- i(io n# :fter o"taining all the information, the most critical step is the selection decision is to "e made& +he final decision has to "e made o!t of applicants (ho ha$e passed preliminary inter$ie(s, tests, final inter$ie(s and reference chec*s& +he $ie(s of line managers are considered generally "eca!se it is the line manager (ho is responsi"le for the performance of the ne( employee& =& P;.(i- * & E6 * ' in* t io n# :fter the selection decision is made, the candidate is re !ired to !ndergo a physical fitness test& : %o" offer is often contingent !pon the candidate passing the physical e?amination& 6& 2 o0 Offe% # +he ne?t step in selection process is %o" offer to those applicants (ho ha$e crossed all the pre$io!s h!rdles& /t is made "y (ay of letter of appointment& 8& Co nt % *- t o f E' )&o .' ent # :fter the %o" offer is made and candidates accept the offer, certain doc!ments need to "e e?ec!ted "y the employer and the candidate& Here is a need to prepare a formal contract of employment, containing (ritten contract!al terms of employment etc& ESSEN TI A 8 S O" A GOOD SE8 ECTI ON PRA CTI CE 1& 0etailed %o" descriptions and %o" specifications prepared in ad$ance and endorsed "y personnel and line management 2& +rained the selectors 2& 0etermine aids to "e !sed for selection process 3& @hec* competence of recr!itment cons!ltants "efore retention <& /n$ol$e line managers at all stages =& :ttempt to $alidate the proced!re 6& Help the appointed candidate to s!cceed "y training and management de$elopment 1A RRI ERS TO E""ECTI VE SE8 ECTI ON # $ 1& Pe% - e)t io n# Ae all percei$e the (orld differently& -!r limited percept!al a"ility is o"$io!sly a st!m"ling "loc* to the o"%ecti$e and rational selection of people& 2& "* i% ne((# 5arriers of fairness incl!des discrimination against religion, region, race or gender etc& 2& V* &i9it .# : test that has "een $alidated can differentiate "et(een the employees (ho can perform (ell and those (ho (ill not& Ho(e$er it does not predict the %o" s!ccess acc!rately& 3& Re&i* 0i&it .# : relia"le test may fail to predict %o" performance (ith precision& <& P% e((/% e# 8ress!re "ro!ght on selectors "y politicians, "!rea!crats, relati$es, friends and peers to select partic!lar candidate are also "arriers to selection&

!7

TRAINING , DEVE8OPMENT
Definit io n 7%raining 8 performance changing the o f T% * inin+ , De4e&o )' ent # Impr o ve per fo r mance !evelopment is any attempt to impro$e c!rrent or f!t!re employee "y increasing an employee.s a"ility to perform thro!gh learning, !s!ally "y employee.s attit!de or increasing his or her s*ills and *no(ledge&'

M EA NI N G O" TRA I NI N G , DEVE8 OPM EN T# $ +he need for +raining and 0e$elopment is determined "y the employee.s performance deficiency, comp!ted as follo(s& +raining ; 0e$elopment Heed N )tandard 8erformance , :ct!al 8erformance Ae can ma*e a distinction among +raining, 0e$elopment and >d!cation& Di(t in- t io n 0et <een T% * inin+ * n9 E9/- * t io n T%*inin+ :pplication oriented 9o" e?perience )pecific +as* in mind Harro( 8erspecti$e +raining is 9o" )pecific E9/-*tion +heoretical -rientation @lassroom learning @o$ers general concepts Has 5road 8erspecti$e >d!cation is no "ar

T%*inin+# +raining refers to the process of imparting specific s*ills& :n employee !ndergoing training is pres!med to ha$e had some formal ed!cation& Ho training program is complete (itho!t an element of ed!cation& Hence (e can say that +raining is offered to operati$es& E9/-*tion# /t is a theoretical learning in classrooms& +he p!rpose of ed!cation is to teach theoretical concepts and de$elop a sense of reasoning and %!dgment& +hat any training and de$elopment program m!st contain an element of ed!cation is (ell !nderstood "y HR )pecialists& :ny s!ch program has !ni$ersity professors as reso!rce persons to enlighten participants a"o!t theoretical *no(ledge of the topics proposed to disc!ss& /n fact organi#ations dep!te or enco!rage employees to do co!rses on part time "asis& @>-s are *no(n to attend refresher co!rses cond!cted "y "!siness schools& +he ed!cation is more important for managers and e?ec!ti$es rather than lo( cadre (or*ers& :ny(ays ed!cation is common to all employees, their grades not(ithstanding& De4e&o)'ent# 0e$elopment means those learning opport!nities designed to help employees to gro(& 0e$elopment is not primarily s*ills oriented& /nstead it pro$ides the general *no(ledge and attit!des, (hich (ill "e helpf!l to employers in higher positions& >fforts to(ards de$elopment often depend on personal dri$e and am"ition& 0e$elopment

!A

acti$ities s!ch as those s!pplied "y management de$elopment programs are generally $ol!ntary in nat!re& 0e$elopment pro$ides *no(ledge a"o!t "!siness en$ironment, management principles and techni !es, h!man relations, specific ind!stry analysis and the li*e is !sef!l for "etter management of a company&

O03e-ti4e( of (MDP) M*n*+e'ent De4e&o)'ent P%o+%*'( OR A94*nt*+e( of De4e&o)'ent 1& 2& 2& 3& <& =& Ma*ing them )elf1starters @ommitted Moti$ated Res!lt oriented )ensiti$e to en$ironment Bnderstand !se of po(er @reating self a(areness 0e$elop inspiring leadership styles /nstill #est for e?cellence +each them a"o!t effecti$e comm!nication +o s!"ordinate their f!nctional loyalties to the interests of the organi#ation

Diffe%en-e 0et<een T%*inin+ *n9 De4e&o)'ent T%*inin+ +raining is s*ills foc!sed +raining is pres!med to ha$e a formal ed!cation +raining needs depend !pon lac* or deficiency in s*ills +rainings are generally need "ased +raining is a narro(er concept foc!sed on %o" related s*ills +raining may not incl!de de$elopment +raining is aimed at impro$ing related efficiency and performance W;*t *%e t;e T%*inin+ In)/t(B )*ills >d!cation 0e$elopment >thics 8ro"lem )ol$ing )*ills 0ecision Ma*ing :ttit!dinal @hanges I')o%t*n-e of T%*inin+ , De4e&o)'ent
!C

De4e&o)'ent 0e$elopment is creating learning a"ilities 0e$elopment is not ed!cation dependent 0e$elopment depends on personal dri$e and am"ition 0e$elopment is $ol!ntary 0e$elopment is a "roader concept foc!sed on personality de$elopment 0e$elopment incl!des training (here$er necessary 0e$elopment aims at o$erall personal effecti$eness incl!ding %o" efficiencies

%o"

Helps remo$e performance deficiencies in employees Creater sta"ility, fle?i"ility and capacity for gro(th in an organi#ation :ccidents, scraps and damages to machinery can "e a$oided )er$es as effecti$e so!rce of recr!itment /t is an in$estment in HR (ith a promise of "etter ret!rns in f!t!re Red!ces dissatisfaction, a"senteeism, complaints and t!rno$er of employees

Nee9 of T%*inin+ In9i4i9/*& &e4e& 0iagnosis of present pro"lems and f!t!re challenges /mpro$e indi$id!al performance or fi? !p performance deficiency /mpro$e s*ills or *no(ledge or any other pro"lem +o anticipate f!t!re s*ill1needs and prepare employee to handle more challenging tas*s +o prepare for possi"le %o" transfers G%o/) &e4e& +o face any change in organi#ation strategy at gro!p le$els Ahen ne( prod!cts and ser$ices are la!nched +o a$oid scraps and accident rates I9entifi-*tion of T%*inin+ Nee9( (Met;o9() In9i4i9/*& T%*inin+ Nee9( I9entifi-*tion 1& 2& 2& 3& <& =& 6& 8erformance :ppraisals /nter$ie(s I!estionnaires :ttit!de )!r$eys +raining 8rogress 4eed"ac* Aor* )ampling Rating )cales

G%o/) 8e4e& T%*inin+ Nee9( I9entifi-*tion 1& 2& 2& 3& <& =& 6& 8& 9& -rgani#ational Coals and -"%ecti$es 8ersonnel G )*ills /n$entories -rgani#ational @limate /ndices >fficiency /ndices >?it /nter$ie(s M5- G Aor* 8lanning )ystems I!ality @ircles @!stomer )atisfaction )!r$ey :nalysis of @!rrent and :nticipated @hanges

1enefit( of T%*inin+ Nee9( I9entifi-*tion 1& 2& 2& 3& +rainers can "e informed a"o!t the "roader needs in ad$ance +rainers 8erception Caps can "e red!ced "et(een employees and their s!per$isors +rainers can design co!rse inp!ts closer to the specific needs of the participants 0iagnosis of ca!ses of performance deficiencies can "e done

Met;o9( of T%*inin+ On t;e 2o0 T%*inin+(# +hese methods are generally applied on the (or*place (hile employees is act!ally (or*ing& 4ollo(ing are the on1the1%o" methods& A94*nt*+e( of On$t;e$2o0 T%*inin+#

=E

/t is directly in the conte?t of %o" /t is often informal /t is most effecti$e "eca!se it is learning "y e?perience /t is least e?pensi$e +rainees are highly moti$ated /t is free from artificial classroom sit!ations Di(*94*nt*+e( of On$t;e$2o0 T%*inin+# +rainer may not "e e?perienced eno!gh to train /t is not systematically organi#ed 8oorly cond!cted programs may create safety ha#ards

On t;e 2o0 T%*inin+ Met;o9( 1& 2o0 Rot*tion# /n this method, !s!ally employees are p!t on different %o"s t!rn "y t!rn (here they learn all sorts of %o"s of $ario!s departments& +he o"%ecti$e is to gi$e a comprehensi$e a(areness a"o!t the %o"s of different departments& :d$antage , employee gets to *no( ho( his o(n and other departments also f!nction& /nterdepartmental coordination can "e impro$ed, instills team spirit& 0isad$antage , /t may "ecome too m!ch for an employee to learn& /t is not foc!sed on employees o(n %o" responsi"ilities& >mployees "asic talents may remain !nder !tili#ed& 2& 2o0 Co*-;in+# :n e?perienced employee can gi$e a $er"al presentation to e?plain the nitty1gritty.s of the %o"& 2& 2o0 In(t%/-tion# /t may consist an instr!ction or directions to perform a partic!lar tas* or a f!nction& /t may "e in the form of orders or steps to perform a tas*& 3& A))%enti-e(;i)(# Cenerally fresh grad!ates are p!t !nder the e?perienced employee to learn the f!nctions of %o"& <& Inte%n(;i)( *n9 A((i(t*nt(;i)(# :n intern or an assistants are recr!ited to perform a specific time1"o!nd %o"s or pro%ects d!ring their ed!cation& /t may consist a part of their ed!cational co!rses& Off t;e 2o0 T%*inin+(# +hese are !sed a(ay from (or* places (hile employees are not (or*ing li*e classroom trainings, seminars etc& 4ollo(ing are the off1the1%o" methods; A94*nt*+e( of Off$t;e$2o0 T%*inin+# +rainers are !s!ally e?perienced eno!gh to train /t is systematically organi#ed >fficiently created programs may add lot of $al!e Di(*94*nt*+e( of Off$t;e$2o0 T%*inin+# /t is not directly in the conte?t of %o" /t is often formal /t is not "ased on e?perience /t is least e?pensi$e +rainees may not "e highly moti$ated /t is more artificial in nat!re Off t;e 2o0 T%*inin+ Met;o9( 1& C&*((%oo' 8e-t/%e(# /t is a $er"al lect!re presentation "y an instr!ctor to a large a!dience& :d$antage , /t can "e !sed for large gro!ps& @ost per trainee is lo(& 0isad$antages , 7o( pop!larity& /t is not learning "y practice& /t is -ne1(ay comm!nication& Ho a!thentic feed"ac* mechanism& 7i*ely to "oredom& 2& A/9io$Vi(/*&# /t can "e done !sing 4ilms, +ele$isions, Lideo, and 8resentations etc& :d$antages , Aide range of realistic e?amples, !ality control possi"le,& 0isad$antages , -ne1(ay comm!nication, Ho feed"ac* mechanism& Ho fle?i"ility for different a!dience&

=1

2& Si'/&*tion# creating a real life sit!ation for decision1ma*ing and !nderstanding the act!al %o" conditions gi$e it& 4ollo(ing are some of the sim!lation methods of trainings a& C*(e St/9ie(# /t is a (ritten description of an act!al sit!ation and trainer is s!pposed to analy#e and gi$e his concl!sions in (riting& +he cases are generally "ased on act!al organi#ational sit!ations& /t is an ideal method to promote decision1ma*ing a"ilities (ithin the constraints of limited data& "& Ro&e P&*.(# Here trainees ass!me the part of the specific personalities in a case st!dy and enact it in front of the a!dience& /t is more emotional orientation and impro$es interpersonal relationships& :ttit!dinal change is another res!lt& +hese are generally !sed in M08& c& Sen(iti4it. T%*inin+(E +his is more from the point of $ie( of "eha$ioral assessment, !nder different circ!mstances ho( an indi$id!al (ill "eha$e himself and to(ards others& +here is no preplanned agenda and it is instant& :d$antages , increased a"ility to empathi#e, listening s*ills, openness, tolerance, and conflict resol!tion s*ills& 0isad$antage , 8articipants may resort to their old ha"its after the training& 3& P%o+%*''e9 In(t%/-tion(# 8ro$ided in the form of "loc*s either in "oo* or a teaching machine !sing !estions and 4eed"ac*s (itho!t the inter$ention of trainer& :d$antages , )elf paced, trainees can progress at their o(n speed, strong moti$ation for repeat learning, material is str!ct!red and self1contained& 0isad$antages , )cope for learning is less; cost of "oo*s, man!als or machinery is e?pensi$e& <& Co')/te% Ai9e9 In(t%/-tion(# /t is e?tension of 8/ method, "y !sing comp!ters& :d$antages , 8ro$ides acco!nta"ilities, modifia"le to technological inno$ations, fle?i"le to time& 0isad$antages , High cost& @? 8*0o%*to%. T%*inin+ 1*%%ie%( to Effe-ti4e T%*inin+# 1& 7ac* of Management commitment 2& /nade !ate +raining "!dget 2& >d!cation degrees lac* s*ills 3& 7arge scale poaching of trained staff <& Hon1coordination from (or*ers d!e to do(nsi#ing trends =& >mployers and 5 )chools operating distantly 6& Bnions infl!ence Ho< To M*:e T%*inin+ Effe-ti4eB 1& Management @ommitment 2& +raining ; 5!siness )trategies /ntegration 2& @omprehensi$e and )ystematic :pproach 3& @ontin!o!s and -ngoing approach <& 8romoting 7earning as 4!ndamental Lal!e =& @reations of effecti$e training e$al!ation system

INDUCTION , ORIENATION
Definition 1# +lanned Introduction /t is a 8lanned /ntrod!ction of employees to their %o"s, their co1(or*ers and the organi#ation per se&' O%ient*tion -on4e.( = t.)e( of info%'*tion# 1& 0aily Aor* Ro!tine 2& -rgani#ation 8rofile 2& /mportance of 9o"s to the organi#ation 3& 0etailed -rientation 8resentations P/%)o(e of O%ient*tion 1& +o ma*e ne( employees feel at home in ne( en$ironment 2& +o remo$e their an?iety a"o!t ne( (or*place 2& +o remo$e their inade !acies a"o!t ne( peers 3& +o remo$e (orries a"o!t their %o" performance <& +o pro$ide them %o" information, en$ironment T.)e( of O%ient*tion P%o+%*'( 1& 4ormal or /nformal 2& /ndi$id!al or Cro!p 2& )erial or 0is%!ncti$e P%e%eG/i(ite( of Effe-ti4e O%ient*tion P%o+%*' 1& 8repare for recei$ing ne( employee 2& 0etermine information ne( employee (ants to *no( 2& 0etermine ho( to present information 3& @ompletion of 8aper(or* P%o0&e'( of O%ient*tion( 1& 5!sy or Bntrained s!per$isor 2& +oo m!ch information 2& -$erloaded (ith paper(or* 3& Ci$en menial tas*s and disco!rage interests <& 0emanding tas*s (here fail!re chances are high =& >mployee thro(n into action soon 6& Arong perceptions of employees W;*t i( t;e 9iffe%en-e 0et<een in9/-tion *n9 o%ient*tionB /nd!ction referred to formal training programs that an employee had to complete "efore they co!ld start (or*

=!

-rientation (as the informal information gi$ing that made the recr!it a(are of the comfort iss!es 1 (here the facilities are, (hat time l!nch is and so forth& Ho< &on+ (;o/&9 t;e in9/-tion )%o-e(( t*:eB /t starts (hen the %o" ad is (ritten, contin!es thro!gh the selection process and is not complete !ntil the ne( team mem"er is comforta"le as a f!ll contri"!tor to the organi#ationFs goals& +he first ho!r on day one is a critical component 1 signing on, iss!ing *eys and pass(ords, e?plaining no go #ones, emergency proced!res, meeting the people that yo! (ill interact (ith all ha$e to "e done immediately& Bntil they are done the ne(comer is on the payroll, "!t is not employed& :fter that it is a matter of %!st in time training 1 e?panding the content as ne( d!ties are !nderta*en& We on&. e')&o. ne< )eo)&e one *t * ti'e $ ;o< -*n <e in9/-t t;e'B +here are some iss!es, (hich cannot (ait 1 they $ary according to yo!r sit!ation& 8erhaps a "!ddy system on the %o" may "e the "est (ay to deal (ith these& -ther s!"%ects may "e incorporated (ith refresher training for c!rrent staff, or handled as participant in an o!tside program& 8erhaps some can (ait !ntil there are gro!ps of people (ho ha$e started in the last fe( months& +his may ta*e some creati$e thin*ing, "!t the ans(er is !ite simple 1 !ntil the ne( people are integrated then they are less !sef!l& +he math is often ama#ingly simple 1 not ta*ing the time to train cons!mes more time than the training (o!ld& W;*t &e4e&( of (t*ff nee9 in9/-tionB >$ery"ody& +he @>- needs to *no( different things to the temporary concierge, "!t e$eryone needs a planned program of ind!ction and orientation& P8ACEMENT 8lacement is allocation of people to %o"s& /t is assignment or reassignment of an employee to a ne( or different %o"& MU8TI SII88ING M!lti )*illing is +he /ntegrated )*ills 8rogram that has "een de$eloped to "!ild on the e?isting s*ills of the c!rrent (or* force to red!ce red!ndancies and a$oid do(nsi#ing sit!ations& +he o"%ecti$e of this program is to gain total integration of s*ills& +he program is "ased aro!nd Kon1the1%o". ; Koff1the1%o". competence& +hat is the a"ility to do the %o" on the shop floor (training to gain (or* e?perience) and Koff1the1%o". (training in the classroom) to gain !nderpinning *no(ledge& +he program re !ires the indi$id!al to demonstrate competence in a n!m"er of different s*ills and this competence is meas!red and assessed on the %o"& M!lti1s*illing of co!rse (or*s "est (ith more ad$anced s*illed (or*ers "eca!se their indi$id!al s*ills le$els are de$eloped eno!gh (here they can fl!idly transition from one s*ill to the ne?t (itho!t degradation of a s*ills performance& /f yo! are m!lti1s*illing and a great percentage of yo!r (or*ers are ha$ing pro"lems e?ec!ting one of the s*ills effecti$ely it is pro"a"ly a good signal yo! need to go "ac* to "asics (ith that s*ill and p!ll it o!t of the m!lti1s*illing se !ences& :nother ad$antage of m!lti1s*illing is the positi$e effect of

==

(hat is called Mconte?t!al learningM& @onte?t!al learning in$ol$es disco$ery and impro$ement from t(o s*ills, (hich donFt, on the s!rface, appear to ha$e a direct relationship& +he disad$antages of m!lti1s*illing incl!de the o"$io!s danger of mo$ing on to !ic*ly to(ard ad$anced s*ills and com"inations (itho!t s!fficiently drilling "asic s*ills& Ahile there is a great desire to learn !ic*ly / thin* this is one of the reason (e are seeing "etter s*illed from some of the "est (or*ers& +he conse !ence is that (e "ecome Mpartially s*illedM& +he greater the n!m"er of partial s*ills (e de$elop, the less chance (e e$er ha$e of reaching o!r f!ll potential&

CHANGE MANAGEMENT
C;*n+e 4i($K$4i( Recr!itment 8erformance :ppraisals Me*nin+ of C;*n+e# :lterations in ,8eople, )tr!ct!re and +echnology E6te%n*& "o%-e( of C;*n+e# Mar*etplace 7a"or mar*ets >conomic @hanges +echnology 7a(s and Reg!lations Inte%n*& "o%-e( of C;*n+e @orporate )trategies Aor*place +echnology and > !ipments >mployee :ttit!des C;*n+e A+ent(# (W;o -*n 0%in+ *0o/t -;*n+eB) Managers >?ternal @ons!ltants )taff )pecialists P%o-e(( of C;*n+e (8e<in( (te)() Bnfree#ing @hanging Refree#ing W;ite <*te% %*)i9( 'et*);o% 7ac* of )ta"ility 7ac* of 8redicta"ility Lirt!al @haos @onstant @hange Re(i(t*n-e to C;*n+e Bncertainty and :m"ig!ity 8ersonal 7oss @oncerns 0is"elief in @hange "enefits

=>

Te-;niG/e( of Re9/-in+ Re(i(t*n-e to C;*n+e >d!cation and @omm!nication Hegotiation Manip!lation and @o1optation 8articipation 4acilitation @oercion C;*n+e M*n*+e'ent )tr!ct!ral @hanges +echnological @hanges :!thority 8rocesses @oordination Methods @entrali#ation > !ipments O%+*ni5*tion*& De4e&o)'ent Te-;niG/e( )!r$ey 4eed"ac* )ensiti$ity +raining 8rocess @ons!ltation +eam 5!ilding /nter1gro!p 0e$elopment Con9ition( "*-i&it*tin+ C;*n+e 0ramatic @risis 7eadership @hange Aea* @!lt!re Po!ng and )mall -rgani#ation (ageing) T;e Ro*9 to C;*n+e in C/&t/%e :naly#e the c!lt!re Heed for change He( leadership Reorgani#e Restr!ct!re He( stories and rit!als @hange the %o" systems TQM VF(? Reen+inee%in+ +IM (+otal I!ality Management) @ontin!o!s @hange 4i?ing and /mpro$ing Mostly foc!sed on K:s1/s. )ystems indispensa"le 5ottom to +op M*n*+in+ Do<n(i5e9 Wo%:fo%-e -pen and honest comm!nication :ssistance to them Help for s!r$i$ors of the do(nsi#ed St%e(( in Wo%:)&*-e -pport!nities stress 0emands stress @onstraints stress Ho< to %e9/-e <o%:)&*-e (t%e(( >mployee selection -rgani#ational comm!nication
=@

8eople @hanges :ttit!des >?pectations 5eha$iors

Re engineering Radical and -ne time @hange Redesigning Mostly foc!sed on K(hat can "eD. +op to 5ottom

8erformance 8lanning 9o" redesign especially (hen processes change, %o"s merged, and relocation happens >mployee co!nseling +ime management programs W;*t i( -%e*ti4it.B @om"ining ne( ideas in !ni !e (ays or associating ideas in !n!s!al (ays W;*t i( inno4*tionB +!rning creati$e ideas into !sef!l prod!cts, ser$ices or methods of operations

! Set( of 4*%i*0&e (i'/&*te inno4*tion )tr!ct!ral @hanges @!lt!ral @hanges H!man Reso!rces @hanges C;*n+e Define9 M@hange is the (indo( thro!gh (hich the f!t!re enters yo!r life&M /tFs all aro!nd yo!, in many types and shapes& Po! can "ring it a"o!t yo!rself or it can come in (ays W;. C;*n+e M*n*+e'entB Po! can "ring the change a"o!t yo!rself or it can come in (ays that gi$e yo! little choice a"o!t its (hat, (hen, and ho(& 4ighting against change can slo( it do(n or di$ert it, "!t it (onFt stop it ho(e$er& /f yo! (ish to s!cceed in this rapidly changing ne( (orld Myo! m!st learn to loo* on change as a friend 1 one (ho presents yo! (ith an opport!nity for gro(th and impro$ement&M9 +he rate of change in todayFs (orld is constantly increasing& >$erything that e?ists is getting old, (earing o!t and sho!ld "e replaced& MRe$ol!tionary technologies, consolidation, (ell1f!nded ne( competition, !npredicta"le c!stomers, and a !ic*ening in the pace of change h!rled !nfamiliar conditions at management&M6 +r!e s!ccess and long1term prosperity in the ne( (orld depends on yo!r a"ility to adapt to different and constantly changing conditions& +he strategic selection of the "est strategic positioning in the playing field, or the 5!siness )pace, yo!r firm m!st ta*e is complicated "y the fact that the characteristics of the 5!siness )pace change o$er time& +oday, the (orld is a different place than it (as yesterday& M:t certain points, the difference "ecomes material& )!ccessf!l firms recogni#e change& Lery s!ccessf!l ones anticipate it&M8 E4o&/tion*%. (P&*nne9) C;*n+e 4e%(/( Re4o&/tion*%. A-tion Ho( yo! change a "!siness !nit to adapt to shifting economy and mar*ets is a matter of management style& >$ol!tionary change, that in$ol$es setting direction, allocating responsi"ilities, and esta"lishing reasona"le timelines for achie$ing o"%ecti$es, is relati$ely painless& Ho(e$er, it is rarely fast eno!gh or comprehensi$e eno!gh to mo$e ahead of the c!r$e in an e$ol$ing (orld (here sta*es are high, and the response time is short& Ahen faced (ith mar*et1dri$en !rgency, a"r!pt and sometimes disr!pti$e change, s!ch as dramatic do(nsi#ing or reengineering, may "e re !ired to *eep the company competiti$e& /n sit!ations (hen timing is critical to s!ccess, and companies m!st get more efficient and prod!cti$e rapidly, re$ol!tionary change is demanded& Ahen choosing "et(een e$ol!tionary change and re$ol!tionary action, a leader m!st p!rs!e a "alanced and pragmatic approach& )(inging too far to re$ol!tionary e?treme may create Man organi#ational c!lt!re that is so impatient, and so foc!sed on change, that it fails to gi$e ne( initiati$es and ne( personnel time to ta*e root, sta"ili#e, and gro(& AhatFs more, it creates a high1tension en$ironment that intimidates rather than n!rt!res people, lea$ing them (ith little or no emotional in$estment in the company&M 3
=7

Re(i(t*n-e to C;*n+e Most people donFt li*e change "eca!se they donFt li*e "eing changed& M/f yo! (ant to ma*e enemies, try to change somethingM, ad$ised Aoodro( Ailson& Ahen see*ing to change an organi#ation, itFs strategy or processes, leaders r!n into He(tonFs la( that a "ody at rest tends to stay at rest& :d$ocates for change are greeted (ith s!spicion, anger, resistance, and e$en sa"otage&3 MHot in$ented hereM syndrome also *eeps many so!nd ideas from gaining the o"%ecti$e assessment they deser$e&&&More To9*.L( Wo%&9 Re*&itie( +he magnit!de of todayFs en$ironmental, competiti$e, and glo"al mar*et change is !nprecedented& /tFs a $ery interesting and e?citing (orld, "!t itFs also $olatile and chaoticE Vo&*ti&it. descri"es the economyFs rate of changeE e?tremely fast, (ith e?plosi$e !ps!rges and s!dden do(nt!rns& C;*o( descri"es the direction of the economyFs changesE (eFre not s!re e?actly (here (eFre headed, "!t (e are s(inging "et(een the $ario!s alternati$es at a $ery high speed&= +o cope (ith an !npredicta"le (orld yo! m!st "!ild an enormo!s amo!nt of fle?i"ility into yo!r organi#ation& Ahile yo! cannot predict the f!t!re, yo! can get a handle on trends, (hich is a (ay to ta*e ad$antage of change and con$ert ris*s into opport!nities& C%e*tin+ C;*n+e fo% I')%o4e'ent *n9 Co')etiti4e A94*nt*+e @hange creates opport!nities, "!t only for those (ho recogni#e and sei#e it& M)eeing is the first step, sei#ing the second, and contin!o!sly inno$ating is the third&M < /nno$ation redefines gro(th opport!nities& :s c!rrent prod!cts are "ecoming o"solete faster than e$er, in order to s!r$i$e and prosper, organi#ations contin!ally need to impro$e, inno$ate and modify their prod!cts and ser$ices& +he )ilicon Lalley slogan M>at l!nch and yo! are l!nchM is more than a reflection of increasingly intense (or* ethic& Riding the (a$e of change is "ecoming the most important part of the "!siness& Ahile the economy is shifting and inno$ation is rampant, Mdoing it the same (ayM is a recipe for corporate e?tinction& 1 )!ccessf!l change efforts are those (here the choices "oth are internally consistent and fit *ey e?ternal and sit!ational $aria"les& MPo! ha$e to find s!"tle (ays to introd!ce change, ne( concepts, and gi$e feed"ac* to people so that they can accept and gro( (ith it&M3 Anti-i)*tin+ C;*n+e +here is "ig difference "et(een anticipating and g!essing& :nticipation means e?pecting, "eing a(are of something in ad$ance, to regard it as possi"le& +he a"ility to anticipate is one of the *ey ingredients of efficient speed and change management& M5eing a"le to anticipate that (hich is li*ely to occ!r in the ne?t fe( months and the ne?t fe( years is eno!gh to gi$e yo! an edge o$er 99O of the pop!lation (ho simply go along (ith (hate$er happens&M6 Ho( can yo! see the f!t!reD :ct!ally, anticipation is nat!ral 1 e$eryone does it e$ery day& Bnfort!nately, most people limit e?ercising their anticipatory s*ills to daily ro!tine matters& :ll yo! really need to start applying these s*ills for yo!r "!siness is a small head start&&&More St*%tin+ <it; Yo/%(e&f +he "est place to start change is (ith yo!rself& /f (hate$er yo! do doesnFt (or*, yo! m!st "e fle?i"le 1 yo! m!st change yo!r action plan if the c!rrent one does not prod!ce the re !ired res!lts& /f yo! (ant other people to change, yo! m!st "e prepared to ma*e the first step yo!rself& /f yo! cannot change yo!r en$ironment, yo! sho!ld change yo!r attit!de& +o achie$e effecti$e personal change, consider practicing the H78 +echnology of :chie$ement that (as specially de$eloped to disco$er ho( people can e?cel, and most partic!larly (hen managing change 1 ho( to create the Fdifference that ma*es the differenceF&&&More

=A

8e*9in+ C;*n+e +he old (ays of management no longer (or* and (ill ne$er (or* again& )!ccessf!l change re !ires leadership& Ahen change fails to occ!r as planned, the ca!se if often to "e fo!nd at a deeper le$el, rooted in the inappropriate "eha$ior, "eliefs, attit!des, and ass!mptions of (o!ld1"e leaders&= 7eadership is all a"o!t the process of changeE ho( to stay ahead of it, master it, "enefit from the opport!nities it "rings& +he "est leaders stri*e first "y ta*ing the offensi$e against economic cycles, mar*et trends, and competitors& +hey disco$er the most effecti$e (ays for achie$ing significant change 1 Ma change that identifies the realities of the "!siness en$ironment and reorders them so that a ne( force is a"le to le$erage, rather than resist, those realities in order to achie$e a competiti$e ad$antage&M 3 +he follo(ing system (ill help yo! to !nleash the po(er of yo!r organi#ation and reshape it into a more competiti$e enterpriseE 0e$elop a $ision& +o create a seamless "ridge from the $ision to action, start (ith yo!r top management team 1 they sho!ld !nderstand and em"race yo!r $ision& :lign all yo!r people against the endgame& /n$ite their opinion regarding critical iss!es s!ch as the direction yo! sho!ld "e headed, the changes yo! ha$e to ma*e, and the reso!rces yo! ha$e to ac !ire& Bsing the employee feed"ac*, de$elop a strategic plan& )tay laser1foc!sed on the methods that (ill dri$e yo!r "!siness !nit to(ards its stated o"%ecti$es& 5!ild a di$erse leadership gro!p representing all the *ey constit!encies of yo!r organi#ation& +hey (ill share responsi"ility for plan management& )hare detail information a"o!t the company and the change progress 1 people ha$e to !nderstand (here yo! are and (here yo! are going in order to contri"!te effecti$ely to yo!r mission& M*n*+in+ O%+*ni5*tion*& C;*n+e )!ccess in "!siness doesnFt come from feeling comforta"le& /n todayFs technology1dri$en (orld, "!siness life cycles ha$e accelerated e?ponentially& +he challenge is to *eep a step ahead of changing mar*et conditions, ne( technologies and h!man reso!rces iss!es& +he (heel of "!siness e$ol!tion is a frame(or* and set of tools, (hich ena"les yo! to manage the comple? process of organi#ational change and transformation more effecti$ely& +he se !ence of the eight segments 1 "!siness en$ironment, "!siness ecosystem, "!siness design, leadership style, organi#ational $al!es, management process, *no(ledge management systems, and performance meas!res 1 reflects the learning cycle that occ!rs (hen o!tside1in or "ottom1!p learning ta*es place& 1e;*4io%*& C;*n+e +he challenge and the shape of an organi#ationFs "eha$ioral change program depend on the corporate c!lt!re and the targeted "eha$iors that need to "e changed& Po!r change program needs to "e e?plicitly "!ilt aro!nd these challenges& MLery often, these programs in$ol$e the creation of incenti$es (hich elegantly reinforce the desired "eha$ior (and therein reinforce the change loop in the learning dynamic)&M 8&&& Moti4*tin+ E')&o.ee( to E'0%*-e C;*n+e Po! ha$e a choice of instr!ments to moti$ate yo!r people to em"race change& 8erformance1incenti$e le$ers are especially !sef!l in dri$ing those (ho lac* direction or initiati$e& Po! may also enco!rage employee feed"ac* on (here and ho( the company can ta*e correcti$e action and re(ard employees for their contri"!tion& /n any case, Monce yo! open the gates and enco!rage employees to ser$e as agents of change, yo! m!st demonstrate that their inp!t (ill ha$e a real1(orld impact on the (ay yo!r company does "!siness&M3 -n the other side, yo! ha$e to "e rather aggressi$e (hen dealing (ith people (ho $ie( change as a threat and create road"loc*s that stall progress& :nyone (ho thin*s that itFs harmless to ma*e e?ceptions for a fe( people and shift reso!rces to accommodate poor

=C

performers is missing an important point& M/tFs not a fe( people (ho are at sta*e, itFs the corporate c!lt!reM, says Miles Creer, of )a$annah >lectric& M5y permitting those (ho resist or retaliate against change to remain in the company, yo! "roadcast a message that s!ggests s!pporting the companyFs mission statement is optional& >$en (orse, yo! permit the least1committed employees to taint and infl!ence the attit!de and performance of their peers&M Mo4in+ <it; S)ee9 /n the ne( economy (here e$erything is mo$ing faster and itFs only going to get faster, the ne( mantra is, M0o it more (ith less and do it faster&M 1 +o "e a"le to mo$e (ith speed, companies need to esta"lish a change1friendly en$ironment and de$elop fo!r ma%or competenciesE fast thin*ing, fast decision ma*ing, fast acting, and s!staining speed& M*:in+ Q/i-: De-i(ion( t;%o/+; E(t*0&i(;in+ G/i9in+ P%in-i)&e( 4ast companies that ha$e demonstrated the a"ility to s!stain s!rge and $elocity all ha$e esta"lished sets of g!iding principles to help them ma*e !ic* decisions& :"andoning theoretical and politically correct F$al!esF and "!rea!cratic proced!res in fa$or of a practical, do(n1to1earth list of g!iding principles (ill help yo!r company ma*e the decision1 ma*ing process m!ch faster& -nly one !estion (ill need to "e as*ed of any proposed co!rse of actionE 0oes it fit o!r g!iding principlesD

>E

PER"ORMANCE APPRAISA8S
Definition 1# Systematic -valuation /t is a systematic e$al!ation of an indi$id!al (ith respect to performance on the %o" and indi$id!al.s potential for de$elopment&' Definition # 6ormal System, "easons and )easures of future performance /t is formal, str!ct!red system of meas!ring, e$al!ating %o" related "eha$iors and o!tcomes to disco$er reasons of performance and ho( to perform effecti$ely in f!t!re so that employee, organi#ation and society all "enefits&' Me*nin+ of Pe%fo%'*n-e A))%*i(*&( 8erformance :ppraisals is the assessment of indi$id!al.s performance in a systematic (ay& /t is a de$elopmental tool !sed for all ro!nd de$elopment of the employee and the organi#ation& +he performance is meas!red against s!ch factors as %o" *no(ledge, !ality and !antity of o!tp!t, initiati$e, leadership a"ilities, s!per$ision, dependa"ility, co1 operation, %!dgment, $ersatility and health& :ssessment sho!ld "e confined to past as (ell as potential performance also& +he second definition is more foc!sed on "eha$iors as a part of assessment "eca!se "eha$iors do affect %o" res!lts& Pe%fo%'*n-e A))%*i(*&( *n9 2o0 An*&.(i( Re&*tion(;i) 9o" :nalysis 0escri"e the (or* and personnel re !irement of a partic!lar %o"& 8erformance )tandards +ranslate %o" re !irements into le$els of accepta"le or !naccepta"le performance 8erformance :ppraisals 0escri"e the %o" rele$ant strengths and (ea*nesses of each indi$id!al&

O03e-ti4e( of Pe%fo%'*n-e A))%*i(*&( U(e of Pe%fo%'*n-e A))%*i(*&( 1& 8romotions 2& @onfirmations 2& +raining and 0e$elopment 3& @ompensation re$ie(s <& @ompetency "!ilding =& /mpro$e comm!nication 6& >$al!ation of HR 8rograms 8& 4eed"ac* ; Crie$ances = Go*&( of Pe%fo%'*n-e A))%*i(*&( Ceneral Coals 0e$elopmental Bse )pecific Coals /ndi$id!al needs 8erformance feed"ac* +ransfers and 8lacements )trengths and 0e$elopment needs )alary

:dministrati$e 0ecisions G Bses

>1

-rgani#ational Maintenance

0oc!mentation

8romotion Retention G +ermination Recognition 7ay offs 8oor 8erformers identification HR 8lanning +raining Heeds -rgani#ational Coal achie$ements Coal /dentification HR )ystems >$al!ation Reinforcement of organi#ational needs Lalidation Research 4or HR 0ecisions 7egal Re !irements

Pe%fo%'*n-e A))%*i(*& P%o-e(( 1& -"%ecti$es definition of appraisal 2& 9o" e?pectations esta"lishment 2& 0esign an appraisal program 3& :ppraise the performance <& 8erformance /nter$ie(s =& Bse data for appropriate p!rposes 6& /dentify opport!nities $aria"les 8& Bsing social processes, physical processes, h!man and comp!ter assistance Diffe%en-e 0et<een T%*9ition*& *n9 Mo9e%n (S.(te'() *))%o*-; to A))%*i(*&( #ategories C!iding Lal!es 7eadership )tyles 4re !ency 4ormalities Re(ards %raditional Appraisals /ndi$id!alistic, @ontrol oriented, 0oc!mentary 0irectional, >$al!ati$e -ccasional High /ndi$id!alistic )odern, Systems Appraisals )ystematic, 0e$elopmental, 8ro"lem sol$ing 4acilitati$e, @oaching 4re !ent 7o( Cro!ped, -rgani#ational

TECHNIQUES F METHODS O" PER"ORMANCE APPRAISA8S H!mero!s methods ha$e "een de$ised to meas!re the !antity and !ality of performance appraisals& >ach of the methods is effecti$e for some p!rposes for some organi#ations only& Hone sho!ld "e dismissed or accepted as appropriate e?cept as they relate to the partic!lar needs of the organi#ation or an employee& 5roadly all methods of appraisals can "e di$ided into t(o different categories& 8ast -riented Methods 4!t!re -riented Methods

P*(t O%iente9 Met;o9( 1& R*tin+ S-*&e(# Rating scales consists of se$eral n!merical scales representing %o" related performance criterions s!ch as dependa"ility, initiati$e, o!tp!t, attendance, attit!de etc& >ach scales ranges from e?cellent to poor& +he total n!merical scores are comp!ted and final concl!sions are deri$ed& :d$antages , :dapta"ility, easy to !se, lo( cost, e$ery

>

type of %o" can "e e$al!ated, large n!m"er of employees co$ered, no formal training re !ired& 0isad$antages , Rater.s "iases 2& C;e-:&i(t# Bnder this method, chec*list of statements of traits of employee in the form of Pes or Ho "ased !estions is prepared& Here the rater only does the reporting or chec*ing and HR department does the act!al e$al!ation& :d$antages , economy, ease of administration, limited training re !ired, standardi#ation& 0isad$antages , Raters "iases, !se of improper (eighs "y HR, does not allo( rater to gi$e relati$e ratings 2& "o%-e9 C;oi-e Met;o9# +he series of statements arranged in the "loc*s of t(o or more are gi$en and the rater indicates (hich statement is tr!e or false& +he rater is forced to ma*e a choice& HR department does act!al assessment& :d$antages , :"sence of personal "iases "eca!se of forced choice& 0isad$antages , )tatements may "e (rongly framed& 3& "o%-e9 Di(t%i0/tion Met;o9# here employees are cl!stered aro!nd a high point on a rating scale& Rater is compelled to distri"!te the employees on all points on the scale& /t is ass!med that the performance is conformed to normal distri"!tion& :d$antages , >liminates 0isad$antages , :ss!mption of normal distri"!tion, !nrealistic, errors of central tendency& <& C%iti-*& In-i9ent( Met;o9# +he approach is foc!sed on certain critical "eha$iors of employee that ma*es all the difference in the performance& )!per$isors as and (hen they occ!r record s!ch incidents& :d$antages , >$al!ations are "ased on act!al %o" "eha$iors, ratings are s!pported "y descriptions, feed"ac* is easy, red!ces recency "iases, chances of s!"ordinate impro$ement are high& 0isad$antages , Hegati$e incidents can "e prioriti#ed, forgetting incidents, o$erly close s!per$ision; feed"ac* may "e too m!ch and may appear to "e p!nishment& =& 1e;*4io%*&&. An-;o%e9 R*tin+ S-*&e(# statements of effecti$e and ineffecti$e "eha$iors determine the points& +hey are said to "e "eha$iorally anchored& +he rater is s!pposed to say, (hich "eha$ior descri"es the employee performance& :d$antages , helps o$ercome rating errors& 0isad$antages , )!ffers from distortions inherent in most rating techni !es& 6& "ie&9 Re4ie< Met;o9# +his is an appraisal done "y someone o!tside employees. o(n department !s!ally from corporate or HR department& :d$antages , Bsef!l for managerial le$el promotions, (hen compara"le information is needed, 0isad$antages , -!tsider is generally not familiar (ith employees (or* en$ironment, -"ser$ation of act!al "eha$iors not possi"le& 8& Pe%fo%'*n-e Te(t( , O0(e%4*tion(# +his is "ased on the test of *no(ledge or s*ills& +he tests may "e (ritten or an act!al presentation of s*ills& +ests m!st "e relia"le and $alidated to "e !sef!l& :d$antage , +ests may "e apt to meas!re potential more than act!al performance& 0isad$antages , +ests may s!ffer if costs of test de$elopment or administration are high& 9& Confi9enti*& Re-o%9(# Mostly !sed "y go$ernment departments, ho(e$er its application in ind!stry is not r!led o!t& Here the report is gi$en in the form of :nn!al @onfidentiality Report (:@R) and may record ratings (ith respect to follo(ing items; attendance, self e?pression, team (or*, leadership, initiati$e, technical a"ility, reasoning a"ility, originality and reso!rcef!lness etc& +he system is highly secreti$e and confidential& 4eed"ac* to the assessee is gi$en only in case of an ad$erse entry& 0isad$antage is that it is highly s!"%ecti$e and ratings can "e manip!lated "eca!se the e$al!ations are lin*ed to HR actions li*e promotions etc&

>!

10& E((*. Met;o9# /n this method the rater (rites do(n the employee description in detail (ithin a n!m"er of "road categories li*e, o$erall impression of performance, promotea"ility of employee, e?isting capa"ilities and !alifications of performing %o"s, strengths and (ea*nesses and training needs of the employee& :d$antage , /t is e?tremely !sef!l in filing information gaps a"o!t the employees that often occ!r in a "etter1str!ct!red chec*list& 0isad$antages , /t its highly dependent !pon the (riting s*ills of rater and most of them are not good (riters& +hey may get conf!sed s!ccess depends on the memory po(er of raters& 11& Co(t A--o/ntin+ Met;o9# Here performance is e$al!ated from the monetary ret!rns yields to his or her organi#ation& @ost to *eep employee, and "enefit the organi#ation deri$es is ascertained& Hence it is more dependent !pon cost and "enefit analysis& 12& Co')*%*ti4e E4*&/*tion Met;o9 (R*n:in+ , P*i%e9 Co')*%i(on()# +hese are collection of different methods that compare performance (ith that of other co1(or*ers& +he !s!al techni !es !sed may "e ran*ing methods and paired comparison method& Ran+ing Met*ods: )!perior ran*s his (or*er "ased on merit, from "est to (orst& Ho(e$er ho( "est and (hy "est are not ela"orated in this method& /t is easy to administer and e?planation& &aired )omparison Met*ods: /n this method each employee is rated (ith another employee in the form of pairs& +he n!m"er of comparisons may "e calc!lated (ith the help of a form!la as !nder& H ? (H11) G 2 "/t/%e O%iente9 Met;o9( 1& M*n*+e'ent 1. O03e-ti4e(# /t means management "y o"%ecti$es and the performance is rated against the achie$ement of o"%ecti$es stated "y the management& M5- process goes as !nder& >sta"lish goals and desired o!tcomes for each s!"ordinate )etting performance standards @omparison of act!al goals (ith goals attained "y the employee >sta"lish ne( goals and ne( strategies for goals not achie$ed in pre$io!s year& :d$antage , /t is more !sef!l for managerial positions& 0isad$antages , Hot applica"le to all %o"s, allocation of merit pay may res!lt in setting short1term goals rather than important and long1term goals etc& 2& P(.-;o&o+i-*& A))%*i(*&(# +hese appraisals are more directed to assess employees potential for f!t!re performance rather than the past one& /t is done in the form of in1depth inter$ie(s, psychological tests, and disc!ssion (ith s!per$isors and re$ie( of other e$al!ations& /t is more foc!sed on employees emotional, intellect!al, and moti$ational and other personal characteristics affecting his performance& +his approach is slo( and costly and may "e !sef!l for "right yo!ng mem"ers (ho may ha$e considera"le potential& Ho(e$er !ality of these appraisals largely depend !pon the s*ills of psychologists (ho perform the e$al!ation& 2& A((e(('ent Cente%(# +his techni !e (as first de$eloped in B): and BQ in 1932& :n assessment center is a central location (here managers may come together to ha$e their participation in %o" related e?ercises e$al!ated "y trained o"ser$ers& /t is more foc!sed on o"ser$ation of "eha$iors across a series of select e?ercises or (or* samples& :ssessees are re !ested to participate in in1"as*et e?ercises, (or* gro!ps, comp!ter sim!lations, role playing and other similar acti$ities (hich re !ire same attri"!tes for s!ccessf!l performance in act!al %o"& +he characteristics assessed in assessment center can "e asserti$eness, pers!asi$e a"ility, comm!nicating a"ility, planning and organi#ational a"ility, self confidence, resistance to stress, energy le$el, decision ma*ing, sensiti$ity to feelings,

>=

administrati$e a"ility, creati$ity and mental alertness etc& 0isad$antages , @osts of employees tra$eling and lodging, psychologists, ratings strongly infl!enced "y assessee.s inter1personal s*ills& )olid performers may feel s!ffocated in sim!lated sit!ations& +hose (ho are not selected for this also may get affected& A94*nt*+e( , (ell1cond!cted assessment center can achie$e "etter forecasts of f!t!re performance and progress than other methods of appraisals& :lso relia"ility, content $alidity and predicti$e a"ility are said to "e high in assessment centers& +he tests also ma*e s!re that the (rong people are not hired or promoted& 4inally it clearly defines the criteria for selection and promotion& 3& !@E$De+%ee "ee90*-:# /t is a techni !e (hich is systematic collection of performance data on an indi$id!al gro!p, deri$ed from a n!m"er of sta*eholders li*e immediate s!per$isors, team mem"ers, c!stomers, peers and self& /n fact anyone (ho has !sef!l information on ho( an employee does a %o" may "e one of the appraisers& +his techni !e is highly !sef!l in terms of "roader perspecti$e, greater self1de$elopment and m!lti1so!rce feed"ac* is !sef!l& 2=01degree appraisals are !sef!l to meas!re inter1personal s*ills, c!stomer satisfaction and team "!ilding s*ills& Ho(e$er on the negati$e side, recei$ing feed"ac* from m!ltiple so!rces can "e intimidating, threatening etc& M!ltiple raters may "e less adept at pro$iding "alanced and o"%ecti$e feed"ac*& Et;i-( of Pe%fo%'*n-e A))%*i(*&( F 8e+*&&. 9efen(i0&e Pe%fo%'*n-e A))%*i(*&( Et;i-( of P%o-e9/%e( 1& 2& 2& 3& <& =& 6& 4ormal )tandardi#ed 8erformance :ppraisal )ystems Bniform to all employees, no illegal differentiations "ased on cast, religion etc& )tandards formally comm!nicated to all employees 4reedom to re$ie( performance appraisal res!lts 4ormal appeal process a"o!t ratings and %!dgments Aritten instr!ctions and training to raters :ll personal decision ma*ers sho!ld "e a(are of anti1discrimination la(s&

Et;i-( of Content( 1& 2& 2& 3& <& =& @ontent "ased on %o" analysis +raits "ased appraisals sho!ld "e a$oided -"%ecti$ely $erifia"le data sho!ld "e !sed @onstraints on performance "eyond control sho!ld "e pre$ented )pecific %o" related dimensions to "e !sed rather than single or glo"al dimensions& 0imensions m!st "e assigned (eight to reflect relati$e importance in performance score

Et;i-( of Do-/'ent*tion of Re(/&t( 1& : thoro!ghly (ritten record of e$idence leading to termination sho!ld "e maintained 2& Aritten doc!mentation of e?treme ratings sho!ld "e maintained 2& 0oc!mentation sho!ld "e consistent among the raters& Et;i-( of R*te%( 1& +he raters sho!ld "e trained in ho( to !se an appraisal system 2& +he rater m!st ha$e opport!nity to o"ser$e ratees first hand and re$ie( important ratee performance prod!cts& 2& Bse of more than one rater is desira"le to red!ce "iases& O%+*ni5*tion*& S/))o%t "*-to%( fo% Pe%fo%'*n-e A))%*i(*& S.(te'(

>>

8erformance appraisal ser$es many organi#ational o"%ecti$es and goals& 5esides enco!raging high le$el of performance, the e$al!ation system is !sef!l in identifying employees (ith potential, re(arding them e !ita"ly, and determining employee needs for de$elopment& :ll these acti$ities are instr!mental in achie$ing corporate plans and long1 term gro(th, typical appraisal system in most organi#ations ha$e "een foc!sed on short1 term goals only& 4rom the strategic management point of $ie(s, organi#ations can "e gro!ped !nder 2 different categories as defenders, prospectors and analy#ers& Defen9e%(# +hey ha$e narro( and sta"le prod!ct mar*et domain& +hey don.t need to ma*e any ad%!stment in technology, str!ct!re or methods of operations etc& +hey de$ote entire attention on impro$ing e?isting operations& 5eca!se of emphasis on s*ill "!ilding s!ccessf!l defenders !se appraisals as means for identifying training needs& /t is more "eha$ior oriented& P%o()e-to%(# +hey contin!o!sly search for ne( prod!cts and opport!nities& +hey e?periment reg!larly to ne( and emerging trends& +hey more foc!s on s*ills identification and ac !isition of h!man reso!rces from e?ternal so!rces prospectors often !se appraisals for identifying staffing needs& +he foc!s is on res!lts& An*&.5e%(# +hey operate in t(o type of prod!ct domain mar*ets& -ne is sta"le and other is changing& +hey (atch their competitors closely and rapidly adopt the ideas that are promising& +hey !se cost effecti$e technologies for sta"le prod!cts and matri? technologies for ne( prod!cts& :naly#ers tend to emphasi#e on s*ills "!ilding and s*ills ac !isitions and employ e?tensi$e training programs& Hence they !se appraisal more for training and staffing p!rposes& Ho(e$er performance appraisal systems has strategic importance in three different (ays& "ee90*-: Me-;*ni('# 8erformance e$al!ation is the central mechanism that not only pro$ides feed"ac* to indi$id!als "!t also aids in the assessment of the progress of organi#ation as a (hole& Aitho!t appraisals managers of any firm can only g!ess as to (hether or not employees are (or*ing to(ards reali#ation of the organi#ation goals& Con(i(ten-. 0et<een (t%*te+. *n9 3o0 0e;*4io%# 8erformance appraisal not only is a means of *no(ing if the employee "eha$ior is consistent (ith the o$erall strategies foc!s "!t also a (ay of "ringing to the fore any negati$e conse !ence of the strategy , "eha$ior fit& +h!s the performance appraisal system is an important mechanism to elicit feed"ac* on the consistency of the strategy , "eha$ior lin*& Con(i(ten-. 0et<een V*&/e( *n9 2o0 1e;*4io% &in:# 8erformance e$al!ation is a mechanism to reinforce $al!es and c!lt!re of the organi#ation& :nother importance is to align appraisal (ith organi#ational c!lt!re& +h!s the p!rpose of performance e$al!ation is to ma*e s!re that employee.s goals, employees "eha$ior and feed"ac* of information a"o!t performance are all lin*ed to the corporate strategy& E((enti*&( of * Goo9 Pe%fo%'*n-e A))%*i(*& S.(te'# 1& )tandardi#ed 8erformance :ppraisal )ystem 2& Bniformity of appraisals 2& 0efined performance standards 3& +rained Raters <& Bse of rele$ant rating tools or methods =& )ho!ld "e "ased on %o" analysis 6& Bse of o"%ecti$ely $erifia"le data 8& :$oid rating pro"lems li*e halo effect, central tendency, leniency, se$erity etc& 9& @onsistent 0oc!mentations maintained 10& Ho room for discrimination "ased on cast, creed, race, religion, region etc& P%o0&e'( of R*tin+#

>@

1& 2& 2& 3& <& =& 6& 8& 9&

7eniency ; )e$erity @entral +endency Halo >rror Rater >ffect 8rimacy ; Recency >ffect 8ercept!al )ets 8erformance 0imensions -rder )pillo$er >ffects )tat!s >ffect

INCENTIVES 1ASED COMPENSATION

/ncenti$es are monetary "enefits paid to (or*men in recognition of their o!tstanding performance& +hey are defined as $aria"le re(ards granted according to $ariations in the achie$ement of specific res!lts& A94*nt*+e( of In-enti4e 0*(e9 -o')en(*tion( 1& /ncenti$es are important for ind!cement and moti$ation of (or*ers for higher efficiency and greater o!tp!t& 2& >mployee earnings go !p 2& >nhanced standard of li$ings of employees 3& Red!ction in total !nit cost of prod!ction, <& 8rod!cti$ity increases& =& 8rod!ction capacity is also li*ely to increase 6& Red!ced s!per$ision Di(*94*nt*+e( of In-enti4e 0*(e9 -o')en(*tion 1& +endency of !ality of prod!cts deteriorated d!e to increased o!tp!t and lo( cost 2& >mployees may oppose introd!ction of ne( machines 2& Aor*ers demand for minim!m (age limit may go !p d!e to high incenti$e earnings 3& )ometimes employees may disregard sec!rity reg!lations d!e to payment "y res!lts approach adopted for higher incenti$e fig!res <& -$er(or*ing may affect employee health =& >mployee %ealo!sies (ith respect to high and lo( performers

>7

HUMAN RESOURCE AUDIT

N*t/%e of HR A/9it HR :!dit is a tool for e$al!ating the personnel acti$ities of an organi#ation& +he a!dit may incl!de one di$ision or entire company& /t gi$es feed"ac* a"o!t HR f!nctions to operating managers and HR specialists& /t also sho(s ho( (ell managers are meeting HR d!ties& /n short HR a!dit is an o$erall control chec* on HR acti$ities in a di$ision or a company and e$al!ation of ho( these acti$ities s!pport organi#ation.s strategy& 1*(i( of HR A/9it (Pe%(onne& Re(e*%-;) 1& Aage )!r$eys 2& Recr!itment )o!rces effecti$eness 2& +raining efforts effecti$eness 3& )!per$isor.s effecti$eness <& /nd!strial settlements =& 9o" :nalysis 6& 9o" )atisfaction )!r$ey 8& >mployee needs s!r$ey 9& :ttit!de )!r$eys 10& High accident fre !ency s!r$eys 1enefit( of HR A/9it 1& /dentification of contri"!tions of HR department 2& /mpro$ement of professional image of HR department 2& >nco!ragement of greater responsi"ility and professionalism among HR mem"ers 3& @larification of HR d!ties and responsi"ilities <& )tim!lation of !niformity of HR policies and practices =& 4inding critical personnel pro"lems 6& >ns!ring timely compliance (ith legal re !irements 8& Red!ction of HR costs thro!gh more effecti$e personnel proced!res 9& @reation of increased acceptance of changes in HR department 10& : thoro!gh re$ie( of HR information systems S-o)e *n9 T.)e( of HR A/9it HR :!dit m!st co$er the acti$ities of the department and e?tend "eyond "eca!se the people pro"lems are not confined to HR department alone& 5ased on this HR a!dit can "e spread across follo(ing fo!r different categories& H!man Reso!rce 4!nction :!dit

>A

 Managerial @ompliance :!dit H!man Reso!rce @limate :!dit >mployee +!rno$er :"senteeism :ccidents :ttit!de )!r$eys HR 1 @orporate )trategy :!dit

A))%o*-;e( to HR A/9it 1& 2& 2& 3& <& @omparati$e :pproach (5enchmar*ing (ith another company) -!tside :!thority :pproach (-!tside cons!ltants. standards) )tatistical :pproach ()tatistical meas!res and tools) @ompliance :pproach (7egal and company policies) Management 5y -"%ecti$es :pproach (Coals ; -"%ecti$es "ased)

>C

MOTIVATION THEORIES
8erformance is a f!nction of a"ility and moti$ation& 8 N f (: ? M) Definition 1# #hoices among voluntary activities : process go$erning choices made "y persons or lo(er organisms among alternati$e forms of $ol!ntary acti$ity Definition # Arouse enthusiasm to pursue

: res!lt of internal and e?ternal processes to the indi$id!al that aro!se enth!siasm and persistence to p!rs!e a certain co!rse of action Definition !# Need that activates behavior : process that starts (ith a physiological deficiency or need that acti$ates "eha$ior or a dri$e that is aimed at a goal or an incenti$e& Me*nin+ of Moti4*tion Moti$ation is a set of forces that ca!se people to "eha$e in certain (ays& Moti4*tion P%o-e(( (@ Ste)() 1& 2& 2& 3& <& =& /ndi$id!al Heeds )earch for (ays to satisfy needs Coal ; -"%ecti$es directed /ncreased performance Recei$ing re(ards or p!nishment Reassessment of needs

C%iti-*&it. of Moti4*tion to M*n*+e%( I')o%t*n-e of Moti4*tion Moti$ation helps employees find ne( (ays of doing a %o" Moti$ation ma*es employees !ality conscio!s Moti$ation increases prod!cti$ity $ery high Moti$ation stim!lates "oth participation and prod!ction at (or* Moti$ation comprehends %o"s related "eha$iors Moti$ation increases attention to(ards h!man reso!rces along (ith physical reso!rces C;*&&en+e( of Moti4*tion 0i$erse and changing (or*force Rightsi#ing, 0o(nsi#ing, Hire1n14ire, 8ay1for18erformance strategies

@E

Moti$es can only "e inferred, not seen 0ynamic nat!re of h!man needs

O03e-ti4e( of Moti4*tion High prod!cti$ity /ncrease !ality conscio!sness )tim!late participation at (or*

T;eo%ie( of Moti4*tion E*%&. T;eo%ie( S-ientifi- M*n*+e'ent# Moti$ation "y scientific management is associated (ith 4&A& +aylor.s techni !es of scientific management& +aylor said that people are primarily moti$ated "y economic re(ards and (ill ta*e direction if offered an opport!nity to impro$e their economic positions& 5ased on this +aylor descri"ed follo(ing arg!ments 8hysical (or* co!ld "e scientifically st!died to determine optimal method of performance of a %o" Aor*ers co!ld "e more efficient "y telling them ho( they (ere to do a %o" Aor*ers (o!ld accept the a"o$e prescription if paid on differentiated piece(or* "asis 0isad$antages , 0eh!mani#ed (or*ers, treated them as mere factors of prod!ction, only stressed on monetary needs, ignored h!man needs H/'*n Re&*tion( Mo9e&# >lton Mayo.s h!man relations model stressed on social contacts as moti$ational factor& Creater importance (as gi$en to informal gro!ps& Ho(e$er too m!ch reliance on social contacts to impro$e prod!cti$ity (as a ma%or dra("ac*& Conte')o%*%. T;eo%ie( Content T;eo%ie( (Maslo(.s Heed Hierarchy, Her#"erg.s 21factors, :lderfer.s >RC, :chie$ement Moti$ation +heory) P%o-e(( T;eo%ie( (Lroom.s e?pectancy, :dam.s > !ity, 8orter.s 8erformance and )atisfaction Model) Reinfo%-e'ent -*te+o%ie( ERG T;eo%. (A&9e%fe%)# E6i(ten-e Re&*te9ne(( G%o<t; >RC theory emphasi#es more on three "road needs that is e?istence, relatedness and gro(th& /ts hypothesis is that there may "e more than one need operating at the same time& >RC theory f!rther states that (hen a higher le$el need is fr!strating, the indi$id!al.s desire to increase lo(er le$el needs ta*es place& +h!s >RC theory contains fr!stration1 regression dimension& 4r!stration at higher le$el need may lead to regression at lo(er le$el need& A94*nt*+e( , More consistent (ith o!r *no(ledge of differences among people, it is less restricti$e and limiting, it is a $alid $ersion of need hierarchy& Di(*94*nt*+e( , Ho clear1c!t g!ideline of indi$id!al "eha$ior patterns, too early to pass a %!dgment on the o$erall $alidity of the theory& T<o$"*-to% T;eo%. (He%50e%+) 4redric* Her#"erg states that the moti$ation concept is generally dri$en "y t(o factors of moti$ators of %o" satisfactions and hygiene factors a"o!t %o" dissatisfaction& Moti$ators are

@1

generally achie$ement, recognition, the (or* itself, responsi"ility, ad$ancement and gro(th, (hich are related to %o" satisfaction& Hygiene factors deal (ith e?ternal factors li*e company policy, s!per$ision, administration and (or*ing conditions, salary, stat!s, sec!rity and interpersonal relations& +hese factors are *no(n as hygiene factors or %o" dissatisfiers, %o" conte?t factors& A94*nt*+e( , tremendo!s impact on stim!lating tho!ght on moti$ation at (or*, increased !nderstanding of role of moti$ation, specific attention to impro$e moti$ational le$els, %o" design techni !e of %o" enrichment is contri"!tion of her#"erg, do!"le dimensions of t(o factors are easy to interpret and !nderstand& Di(*94*nt*+e( , 7imited "y its methodology, relia"ility !estioned, it foc!ses more on %o" satisfaction not on moti$ation, no o$erall meas!re of satisfaction !tili#ed, inconsistent (ith pre$io!s research, prod!cti$ity factor ignored&

MORA8E
Definition 1# )ental condition, attitude, willingness Morale is a mental condition or attit!de of indi$id!al and gro!ps, (hich determines their (illingness to co1operate& Definition # Attitudes, voluntary cooperation

Morale is attit!des of indi$id!als and gro!ps to(ards their (or* en$ironment and to(ards $ol!ntary cooperation to the f!ll e?tent of their a"ility in the "est possi"le interest of the organi#ation& 0istinction "et(een Morale and Moti$ationE 1 Mo%*&e 1& @omposite of feelings, attit!des and sentiments that contri"!te to(ards general satisfaction at (or*place& 2& : 4!nction of freedom or restraint to(ards some goal& 2& /t mo"ili#es sentiments& 3& Morale reflects Moti$ation& Moti4*tion 1& Moti$ation mo$es person to action& 2& : 8rocess of stim!lating indi$id!als into action to accomplish desired goals& 2& : 4!nction of dri$es and needs& 3& /t mo"ili#es energy& <& Moti$ation is a potential to de$elop morale&

I')o%t*n-e of Mo%*&e *( * Re()on(i0i&it. of M*n*+e'ent O%+*ni5*tion C&i'*te# Morale is an important part of organi#ation climate& Attit/9e( , Senti'ent(# Morale reflects attit!des and sentiments to(ards organi#ation goals and o"%ecti$es& P%o9/-ti4it.# Morale highly affects prod!cti$ity and satisfaction of indi$id!als& Tot*& S*ti(f*-tion# Morale is total satisfaction deri$ed from employees %o", "oss and his organi#ation& 8*0o% P%o0&e'( So&4e9# High morale assists managers to o$ercome se$eral la"or pro"lems li*e la"or t!rno$er, a"senteeism, indiscipline, grie$ances, disharmony etc& Coo)e%*tion# Morale helps to see* cooperation from the (or*ers in getting higher prod!ction at minim!m possi"le cost "y red!cing (astages of time, man, machines and materials& P%o9/-tion , P%o9/-ti4it.# 8rod!ction and prod!cti$ity are directly affected "y high morale in a positi$e manner&

PERSONNE8 PO8ICIES
Me*nin+ of Pe%(onne& Po&i-. : 8olicy is a 8lan of :ction& /t is a statement of intentions committing the management to a general co!rse of action& : 8olicy may contain philosophy and principles as (ell& Ho(e$er a policy statement is more specific and commits the management to a definite co!rse of action& Hence 8ersonnel policy is a plan of action to "e implemented "y HR department to(ards the organi#ation and employees& : personnel policy spells o!t "asic needs of the employees& +hro!gh personnel policy the personnel department ens!re a consistent treatment to all personnel "y minimi#ing fa$oritism and discrimination& 8ersonnel policy ser$es as a standard of performance for all employees& )o!nd personnel policies help "!ild employee moti$ation and loyalty& :nd this happens (hen personnel policies reflect fair play and %!stice and help people gro( (ithin the organi#ation& 8ersonnel policies are also plans of action to resol$e intra1personal, inter1personal and inter1gro!p conflicts& I')o%t*n-e of Pe%(onne& Po&i-. 8ersonnel policy is $ery important for an organi#ation since it gi$es se$eral "enefits for managing yo!r h!man reso!rces effecti$ely& /n the light of these "enefits listed "elo( (e (o!ld "e a"le to !nderstand the relati$e importance of 8ersonnel policy& 1*(i- Nee9(# 8ersonnel policy helps the management to thin* deeply a"o!t "asic needs of organi#ation and the employees& Con(i(tent T%e*t'ent# 8ersonnel policies ens!re consistent treatment of all personnel thro!gho!t the organi#ation& Mini'i5e "*4o%iti('# 8ersonnel policies help minimi#e fa$oritism and discrimination Contin/o/( *-tionE 8ersonnel policies ens!re contin!o!s action e$en if top management is changed& +hese policies promote sta"ility& St*n9*%9 of Pe%fo%'*n-e# 8ersonnel policies ser$e as a standard of performance& Moti4*tion , 8o.*&t.# 8ersonnel policies help "!ild employee moti$ation and loyalty& "*i% P&*. , 2/(ti-e# 8ersonnel policies reflect esta"lished principles of fair play and %!stice& G%o<t;# 8ersonnel policies help people gro( (ithin the organi#ation&

@!

WORIERSM PARTICIPATION IN MANAGEMENT

5roadly, (or*er.s participation in management means associating representati$es of (or*ers at e$ery stage of decision1ma*ing& 8articipati$e management is considered as a process "y (hich the (or*er.s share in decision1ma*ing e?tends "eyond the decisions that are implicit in the specific content of the %o"s they do& +his amo!nts to the (or*ers ha$ing a share in the reaching of final managerial decisions in an enterprise& Definition 1# Association of 2or'ers in decision4ma'ing process Aor*ers. participation may "e ta*en to co$er all terms of association of (or*ers and their representati$es (ith the decision1ma*ing process, ranging from e?change of information, cons!ltations, decisions and negotiations to more instit!tionali#ed forms s!ch as the presence of the (or*ers. mem"ers on management or s!per$isory "oards or e$en management "y (or*ers themsel$es& S-o)e of <o%:e%(M )*%ti-i)*tion )cope of (or*ers participation ranges o$er three managerial decision1ma*ing stages& So-i*& De-i(ion(# Ho!rs of (or*, (elfare meas!res, (or* r!les, safety, health, sanitation and noise control& Pe%(onne& De-i(ion(# Recr!itment and selection, promotions and transfers, grie$ance settlements, (or* distri"!tion E-ono'i- De-i(ion(# Methods of man!fact!ring, a!tomation, lay offs, sh!t1do(ns, mergers and ac !isitions and other financial aspects& Met;o9( of Wo%:e%(M P*%ti-i)*tion in M*n*+e'ent 1& 5oard 7e$el 2& -(nership 2& @omplete @ontrol 3& )taff @o!ncils <& 9oint @o!ncils =& @ollecti$e 5argaining 6& 9o" >nlargement and >nrichment 8& )!ggestion )chemes 9& I!ality @ircles 10& >mpo(ered +eams 11& +otal I!ality Management 12& 4inancial 8articipation P%e%eG/i(ite( of S/--e((f/& P*%ti-i)*tion 1& @learly defined and complementary -"%ecti$es 2& 4ree flo( of information and comm!nication 2& Representati$es of (or*ers from (or*ers themsel$es

@=

3& <& =& 6&

-!tside trade !nion participation sho!ld "e a$oided Aor*ers. ed!cation and training Ho threat "y participation :ssociation at all le$els of decision1ma*ing

1enefit( of P*%ti-i)*tion 1& Ci$es identity to an employee 2& Moti$ates employee 2& )elf1esteem, %o" satisfaction and cooperation impro$es 3& Red!ced conflicts and stress <& More commitment to goals =& 7ess resistance to change 6& 7ess la"or pro"lems 8& 5etter !ality s!ggestions e?pected

UNIONS
>mployee associations are pop!larly *no(n as !nions& Ho(e$er these !nions are not confined to only stri*es and negotiations& +heir role is m!ch (ider than this& Bnions ma*e their presence felt in recr!itment and selection, promotions, training, termination or lay off& Many programs, (hich contri"!te to the I!ality of Aor* 7ife (IA7) and prod!cti$ity, are !nderta*en "y management in cons!ltation (ith and (ith the cooperation of the !nions& Bnions also participate in deciding (age and salary str!ct!re and negotiate re$isions once in 2 or < years& +rade !nions are $ol!ntary organi#ations of (or*ers or employers formed to promote their interests thro!gh collecti$e action& +rade !nions :ct 192= defines a trade !nion as a com"ination, (hether temporary or permanent formed primarily for the p!rpose of reg!lating the relation "et(een 1) Aor*men and >mployers 2) Aor*men and Aor*men 2) >mployers and >mployers 4or imposing restricti$e conditions on the cond!ct of any trade or "!siness and incl!des any federation of t(o or more trade !nions W;. 9o e')&o.ee( 3oin T%*9e Union(B +o protect themsel$es against e?ploitation "y management 5y force 0issatisfaction 7ac* of 8o(er Bnion /nstr!mentality RO8E O" CONSTRUCTIVE AND POSITIVE UNION Bnions ha$e a cr!cial role to play in /nd!strial Relations& Bnions ha$e follo(ing "road role or o"%ecti$es as mentioned "elo(& +o redress the "argaining ad$antage of the indi$id!al (or*er $is1R1$is the indi$id!al employer, "y s!"stit!ting %oint or collecti$e action for indi$id!al action& +o sec!re impro$ed terms and conditions of employment for its mem"ers and the ma?im!m degree of sec!rity to en%oy these terms and conditions& +o o"tain impro$ed stat!s for the (or*er in his (or* or her (or* +o increase the e?tent to (hich !nions can e?ercise democratic control o$er decisions, (hich affect their interests "y po(er sharing at the national, corporate and plant le$els& +he !nion po(er is e?erted primarily at t(o le$els& /nd!stry le$el to esta"lish %oint reg!lation on "asic (ages and ho!rs (ith an employer.s association& 8lant le$el, (here the

@>

shop ste(ards organi#ations e?ercise %oint control o$er some aspects of the organi#ation of (or* and locali#ed terms and conditions of employment& Bnions are party to national, local and plant le$el agreements, (hich go$ern their actions to a greater or lesser e?tent, depending on their po(er and on local circ!mstances& UN"AIR 8A1OR PRACTICES /nd!strial 0isp!tes :ct 1936 specifies the follo(ing as !nfair la"or practices +o interfere, restrain, coerce (or*men in the e?ercise of their right to organi#e, form, %oin or assist a trade !nion& +hreatening (or*men (ith discharge or dismissal +hreatening of loc*o!t or clos!re Cranting (age increases to !ndermine trade !nion efforts +o dominate, interfere (ith or s!pport financially or socially "y ta*ing acti$e interest in forming o(n trade !nion, and )ho(ing partiality or granting fa$or to one of se$eral trade !nions to a non1 recogni#ed trade !nion +o esta"lish employer sponsored trade !nions +o enco!rage or disco!rage mem"erships in any trade !nion "y discriminating (or*man "y p!nishing or discharging, changing seniority ratings, ref!se promotions, gi$ing !nmerited promotions, discharging !nion office "earers +o discharge or dismiss (or*men "y $ictimi#ing, not in good faith, implicating in criminal case, for patently false reasons +o a"olish (or* of a reg!lar nat!re +o transfer (or*men +o sho( fa$oritism or partiality +o replace (or*ers +o recr!it (or*men d!ring legal stri*es +o ind!lge in acts of $iolence or force +o ref!se collecti$e "argaining 8roposing and contin!ing loc*o!ts

@@

ORGANINATIONA8 DOWNSINING
0o(nsi#ing necessarily means red!cing (or* force to an optimal le$el depending !pon the "!siness conditions and organi#ational needs& /t is said that an organi#ation sho!ld "e rightly staffed ie& /t sho!ld not "e o$erstaffed and or !nderstaffed& +here are "roadly follo(ing method !sed to do(nsi#e the (or*force as mentioned "elo(& Ret%en-;'ent# /t means termination of ser$ice& /t is a termination for reasons other than disciplinary actions, retirement or s!perann!ating, e?piry and termination of contract or prolonged illness& Retrenchment compensation and notice for retrenchment are only pre1conditions for retrenchment and not a right, (hich a retrenched (or*er can claim& /f notice and compensation are not gi$en, the (or*er (ill not "e called as retrenched& @ompensation is paya"le for 1< days (ages for e$ery completed year of ser$ice "esides one month.s notice or pay in lie! of notice& 5!t employee sho!ld ha$e completed at least one year of complete ser$ice in order to recei$e compensation& 8*. Off( 7ay of is ina"ility of the employer to pro$ide employment to (or*ers d!e to circ!mstances "eyond his control s!ch as shortage of po(er, coal, "rea*do(n of machinery, nat!ral calamity etc& /t is not a termination of ser$ice& 7ay off compensation can "e claimed as a stat!tory right "y the (or*er if he has completed one year of contin!o!s ser$ice or has (or*ed for 230 days on the s!rface or 190 days !ndergro!nd in 12 calendar months& @ompensation paya"le is half of the (ages& Vo&/nt*%. Reti%e'ent S-;e'e( LR) are anno!nced (hen there is a h!ge pool of old aged manpo(er occ!pying senior positions amo!nting to s!rpl!s& Many organi#ations are pro$iding li"eral incenti$es to lea$e "efore age of s!perann!ating& LR) in other (ords is a retirement "efore the age of retirement&

@7

MEANING O" ORGANINATION STRUCTURE

-rgani#ational str!ct!re is the formal decision1ma*ing frame(or* "y (hich %o" tas*s are di$ided, gro!ped, and coordinated& 4ormali#ation is an important aspect of str!ct!re& /t is the e?tent to (hich the !nits of the organi#ation are e?plicitly defined and its policies, proced!res, and goals are clearly stated& /t is the official organi#ational str!ct!re concei$ed and "!ilt "y top management& +he formal organi#ation can "e seen and represented in chart form& :n organi#ation chart displays the organi#ational str!ct!re and sho(s %o" titles, lines of a!thority, and relationships "et(een departments& O%+*ni(*tion C;*%t(# +he organi#ation charts are the sample and an !nderstanda"le (ay sho(ing the formal organi#ation str!ct!re1/t gi$es a clear o$er$ie( of the shape and str!ct!re of an organi#ation& /t is an order and the design of an organi#ation capt!red in a $is!al form& /t is a "l!e print or a "asis for proper concept!ali#ation, f!rther thin*ing, a disc!ssion "oard for f!rther modifications (itho!t affecting the act!al changes& +he organi#ation chart (ell dra(n, can gi$e an insight in to the organi#ation, its hierarchical str!ct!re line and staff a!thority, a!thority and responsi"ility le$els, chain of command, line of delegated a!thority, decentrali#ation or other(ise in an organi#ation, span of control etc& /t also helps and g!ides the management in e$ol$ing changes (ith the changes in the en$ironment and for faster reali#ation of goals& /t is a good g!ide for the ne( recr!its in their initiation in the organi#ation and in !nderstanding the a!thority responsi"ility le$els incl!ding his o(n& "o%'*& O%+*ni(*tion +he intentional str!ct!re of roles in a formally organised enterprise is a formal organisation /t sho!ld ha$e an attri"!te of fle?i"ility, room for discretion and the recognition of indi$id!al talents and the capacities& /n a gro!p f!nctioning the indi$id!al effort (ill ha$e to "e chaneli#e thro!gh the gro!p leader and has to "e for the organi#ation.s good& Info%'*& St%/-t/%e

@A

+he informal organi#ation is the net(or*, !nrelated to the firmFs formal a!thority str!ct!re, of social interactions among its employees& /t is the personal and social relationships that arise spontaneo!sly as people associate (ith one another in the (or* en$ironment& +he s!per$isor m!st reali#e that the informal organi#ation affects the formal organi#ation& +he informal organi#ation can press!re gro!p mem"ers to conform to the e?pectations of the informal gro!p that conflict (ith those of the formal organi#ation& +his can res!lt in the generation of false information or r!mors and resistance to change desired "y management& +he s!per$isor sho!ld recogni#e the e?istence of information gro!ps, identify the roles mem"er play (ithin these gro!ps, and !se *no(ledge of the gro!ps to (or* effecti$ely (ith them& +he informal organi#ation can ma*e the formal organi#ation more effecti$e "y pro$iding s!pport to management, sta"ility to the en$ironment, and !sef!l comm!nication channels&

M*t%i6 St%/-t/%e /n a matri? organi#ation, teams are formed and team mem"ers report to t(o or more managers& M*t%i6 (t%/-t/%e( !tili#e f!nctional and di$isional chains of command sim!ltaneo!sly in the same part of the organi#ation, commonly for one1of1a1*ind pro%ects& /t is !sed to de$elop a ne( prod!ct, to ens!re the contin!ing s!ccess of a prod!ct to (hich se$eral departments directly contri"!te, and to sol$e a diffic!lt pro"lem& 5y s!perimposing a pro%ect str!ct!re !pon the f!nctional str!ct!re, a matri? organi#ation is formed that allo(s the organi#ation to ta*e ad$antage of ne( opport!nities& +his str!ct!re assigns specialists from different f!nctional departments to (or* on one or more pro%ects "eing led "y pro%ect managers& +he matri? concept facilitates (or*ing on conc!rrent pro%ects "y creating a d!al chain of command, the pro%ect (program, systems, or prod!ct) manager and the f!nctional manager& 8ro%ect managers ha$e a!thority o$er acti$ities geared to(ard achie$ing organi#ational goals (hile f!nctional managers ha$e a!thority o$er promotion decisions and performance re$ie(s& :n e?ample is an aerospace firm (ith a contract from H:):& Di4i(ion*& St%/-t/%e /n a 9i4i(ion*& o%+*ni5*tion, corporate di$isions operate as relati$ely a!tonomo!s "!sinesses !nder the larger corporate !m"rella& /n a conglomerate organi#ation, di$isions may "e !nrelated& 0i$isional str!ct!res are made !p of self1contained strategic "!siness !nits that each prod!ces a single prod!ct& 4or e?ample, Ceneral MotorsF di$isions incl!de @he$rolet, -ldsmo"ile, 8ontiac, and @adillac& : central head !arters, foc!sing or res!lts, coordinates and controls the acti$ities, and pro$ides s!pport ser$ices "et(een di$isions& 4!nctional departments accomplish di$ision goals& : (ea*ness ho(e$er, is the tendency to d!plicate acti$ities among di$isions& O%+*ni- St%/-t/%e -n the other hand, the organic str!ct!re is more fle?i"le, more adapta"le to a participati$e form of management, and less concerned (ith a clearly defined str!ct!re& +he organic organi#ation is open to the en$ironment in order to capitali#e !pon ne( opport!nities& -rganic organi#ations ha$e a flat str!ct!re (ith only one or t(o le$els of management& "&*t o%+*ni5*tion( emphasi#e a decentrali#ed approach to management that enco!rage high employee in$ol$ement in decisions& +he p!rpose of this str!ct!re is to create independent small "!sinesses or enterprises that can rapidly respond to c!stomersF needs or changes in the "!siness en$ironment& +he s!per$isor tends to ha$e a more personal relationship (ith his or her employees&

@C

"/n-tion*& St%/-t/%e 4!nctions or di$isions arrange traditional organi#ations& /n a f/n-tion*& o%+*ni5*tion, a!thority is determined "y the relationships "et(een gro!p f!nctions and acti$ities& 4!nctional str!ct!res gro!p similar or related occ!pational specialties or processes together !nder the familiar headings of finance, man!fact!ring, mar*eting, acco!nts recei$a"le, research, s!rgery, and photo finishing& >conomy is achie$ed thro!gh speciali#ation& Ho(e$er, the organi#ation ris*s losing sight of its o$erall interests as different departments p!rs!e their o(n goals&

7E