Assignment On Human Resource Management by Rahul Gupta: Recruitment

HUMAN RESOURCE MANAGEMENT
ASSIGNMENT ON
HUMAN RESOURCE
MANAGEMENT
BY RAHUL GUPTA
Q.1 Mention and briefly explain different sources of
recruitment?
Recruitment:
Recruitment refers to the process of screening, and selecting qualified people for a job at an
organization or firm, or for a vacancy in a volunteer-based some components of the recruitment
process, mid- and large-size organizations and companies often retain professional recruiters or
outsource some of the process to recruitment agencies. External recruitment is the process of
attracting and selecting employees from outside the organization. The recruitment industry has
four main types of agencies: employment agencies, recruitment websites and job search engines,
"headhunters" for executive and professional recruitment, and in-house recruitment. The stages
in recruitment include sourcing candidates by advertising or other methods, and screening and
selecting potential candidates using tests or interviews.
Headhunters:
RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2
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A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often when
normal recruitment efforts have failed. Headhunters are generally considered more aggressive
than in-house recruiters or may have preexisting industry experience and contacts. They may use
advanced sales techniques, such as initially posing as clients to gather employee contacts, as well
as visiting candidate offices. They may also purchase expensive lists of names and job titles, but
more often will generate their own lists. They may prepare a candidate for the interview, help
negotiate the salary, and conduct closure to the search. They are frequently members in good
standing of industry trade groups and associations. Headhunters will often attend trade shows
and other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers. Headhunters are typically small operations that make high
margins on candidate placements (sometimes more than 30% of the candidates annual
compensation).
In-House Recruitment:
Larger employers tend to undertake their own in-house recruitment, using their human resources
department, front-line hiring managers and recruitment personnel who handle targeted functions
and populations. In addition to coordinating with the agencies mentioned above, in-house
recruiters may advertise job vacancies on their own websites, coordinate internal employee
referrals, work with external associations, trade groups and/or focus on campus graduate
recruitment. While job postings are common, networking is by far the most significant approach
when reaching out to fill positions.
Passive Candidate Research Firms /

Sourcing Firms:
These firms provide competitive passive candidate intelligence to support company's recruiting
efforts. Normally they will generate varying degrees of candidate information from those people
currently engaged in the position a company is looking to fill. These firms usually charge a per
hour fee or by candidate lead. Many times this uncovers names that cannot be found with other
methods and will allow internal recruiters the ability to focus their efforts solely on recruiting.
Process:
Job Analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or
intended requirement of the job to be performed. This information is captured in a job
description and provides the recruitment effort with the boundaries and objectives of the search.
[2]
Oftentimes a company will have job descriptions that represent a historical collection of tasks
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performed in the past. These job descriptions need to be reviewed or updated prior to a
recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job
analysis and job description insures the recruitment effort starts off on a proper track for success.
Sourcing
Sourcing involves
1) Advertising, a common part of the recruiting process, often encompassing multiple media,
such as the Internet, general newspapers, job ad newspapers, professional publications, window
advertisements, job centers, and campus graduate recruitment programs
2) Recruiting research, which is the proactive identification of relevant talent who may not
respond to job postings and other recruitment advertising methods done in #1. This initial
research for so-called passive prospects, also called name-generation, results in a list of
prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.
Screening and selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through rsums, job applications, interviews,
educational or professional experience, the testimony of references, or in-house testing, such as
for software knowledge, typing skills, numeracy, and literacy, through psychological tests or
employment testing. In some countries, employers are legally mandated to provide equal
opportunity in hiring. Business management software is used by many recruitment agencies to
automate the testing process. Many recruiters and agencies are using an Applicant tracking
system to perform many of the filtering tasks, along with software tools for psychometric testing
Onboarding
Onboarding refers to the overall process of acquiring, accommodating, assimilating and
accelerating new team members, whether they come from outside or inside the organization. The
prerequisite to successful onboarding is getting your organization aligned around the need and
the role[3]. Some think of onboarding as what follows recruitment. Some think of onboarding as
something to include in the recruitment process for retention purposes. How you think of it is far
less important than that you do think of it as you're thinking about recruitment.
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Internet Recruitment / Websites

Such sites have two main features: job boards and a rsum/curriculum vitae (CV) database. Job
boards allow member companies to post job vacancies. Alternatively, candidates can upload a
rsum to be included in searches by member companies. Fees are charged for job postings and
access to search resumes. Since the late 1990s, the recruitment website has evolved to
encompass end-to-end recruitment. Websites capture candidate details and then pool them in
client accessed candidate management interfaces (also online). Key players in this sector provide
e-recruitment software and services to organizations of all sizes and within numerous industry
sectors, who want to e-enable entirely or partly their recruitment process in order to improve
business performance
Types of Recruitment:
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Internal Recruitment Process Weaknesses

The Internal Recruitment Process does not have just benefits, this process has some
disadvantages as well. The Internal Recruitment Process is a very powerful tool, but it can be
misused in hands of some employees and managers. The Internal Recruitment Process is not a
process to steal the best employees from their departments. These employees should be treated
as a very scarce resource and the internal recruitment procedures should work differently for
them. The managers use the internal recruitment process as a tool to transfer their own issues to
the other departments. This is very dangerous as other managers will not trust the internal
recruitment process and will block the ambitions of employees to be transferred. The employees
can misuse the internal recruitment process, when there are no clear rules and procedures
applied. The organization can support internal rotations of employees, but the rules must be clear
about the length of the stay of the employee in one department. The employee can enjoy the
benefit of quick internal job hopping and the results achieved are very difficult to be recognized
by the organization. No manager is able to make a full performance appraisal as the whole year
in one department is unique then. The employee is just focused on his or her promotion in the
organization and the salary can be increased in every step.
These include filling up a vacancy using a person who is already in the companys payroll. The
vacancy is advertised within the company and on the basis of responses from within the
company, a selection is made. This type of recruitment has many advantages. The company is
able to obtain accurate information about the candidate as he has already been working with
them. It boosts the morale of the workforce who sees that the company is able to provide them
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with opportunity for future growth. The cost of recruitment is relatively less. The employees
being acquainted with the company already do not require job training. However, this method of
recruitment has a few disadvantages as well. The choice of candidates is greatly limited.
Selection of a candidate over others results in ill feeling among those who were not chosen. The
selection of the candidate involves a great deal of subjectivity amongst the superiors and hence
may not always be transparent.
External Recruitment Process Key Issues

The external recruitment process is a very complex HR Process, which involves many parties
and the clear follow up of the individual process steps is essential. The HRM Function is
responsible for setting and defining the external recruitment process and it has to be sure to solve
several success factors in the external recruitment process.
The HRM Function has to push the managers to deliver clearly defined job profiles of the
vacancies and the job profile cannot be changed during the recruitment process. Or, the change
of the job profile cancels the search and starts a new one again. The hiring manager has to know
the rules. When the job profile changes during the search, it changes the focus of the recruitment
agency and brings a lot of job candidates unsuitable for the job position.
The hiring manager can be a very weak point in the recruitment process. The hiring manager has
to agree with the job profile and the hiring manager has to agree to decide quickly about the final
job offer for the winning candidate. The hiring manager has to be aware of the danger of being
late with inviting the job candidates and the late decision taken.
The good contract with the recruitment agencies is a basis for the efficient cooperation, The
recruitment agency has to know about the conditions given and the fees given for not meeting
them. The recruitment agency has clearly agree with the KPIs from the contract about the
delivery of candidates, expected quality of candidates and basic competencies, which has to be
met. The recruitment agency is a tool for the preselection of the job candidates and it has to be
able to meet the basic expectations to reduce the time needed from the HRM employees. The
recruitment agency has to receive very clear brief about the vacancy in the organization. The
HRM Function and the hiring manager have to define the best job profile and the description of
the ideal candidate to navigate the recruitment agency in the external recruitment process. The
HRM Function has to make a description of the team, the decision process in the department to
allow the recruitment agency to find a candidate with the best fit. The communication during the
selection process is very crucial.
The resumes have to sent to the one single email address in the HRM Function and the
organization has to provide the basic feedback very quickly. The recruitment agency has to
follow all the resumes sent to the organization as it can provide the candidates with additional
information.
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The external sources are those sources of recruitment that are found outside the employment.
1. Advertisement: This is a common method of recruitment. The advertisement usually appears
in a newspaper, website or magazine. It is important that the company pays attention to how the
advertisement is drafted. For the advertisement to draw the right candidates, it has to be drafted
properly with clarity and should present a favorable picture of the company and the working
culture.
2. Campus recruitment: There are some cases where recruiters contact educational institutions
such as colleges and universities for a list of prospective candidates. The campus recruitment has
the advantage of meeting all the candidates at a single place and hence saves time and effort.
While campus recruitment may be attractive, it suffers from the limitation that it is suitable only
for
filling
entry
level
positions.
3. Unsolicited applicants: Many candidates send their resumes to company without any explicit
request. Companies usually file these resumes and refer to them when the need for a position
arises.
4. Websites: With the advent of the Internet, searching for candidates has acquired a whole new
dimension. Web portals dedicated to finding jobs have been setup. The candidates key in their
details and post their resumes. Employers have to just browse through these resumes or use the
site
search
engine
to
list
out
people
with
specific
skills.
5. Employee referrals: Some companies also encourage current employees to refer their friends
or acquaintances for positions in the organization. This system has the advantage that the new
employees also have a fair idea about the organization and its culture. The downside is that this
system tends to create nepotism and allows cliques of friends and relatives to form in an
organization.
6. Placement Agencies: Placement agencies maintain database of resumes from prospective
candidates. Companies in need of personnel contact these agencies with their profile. The
agencies provide them with a list of potential candidates. The placement agencies can also assist
in
the
recruitment
process.
External sources of recruitment have many advantages. They enable fresh talent and new ideas
to enter the organization. Since the selection is made from candidates from a wide area, the
choice of candidates is widened.
Q.2 Write a note on guided and unguided interview?

An interview is a conversation between two or more people (the interviewer and the interviewee) where
questions are asked by the interviewer to obtain information from the interviewee.
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Guided Interview:
When the aim of an enquiry is to gather information about the opinions of a particular person (an
expert, a representative member of a group) in order to gain qualitative insights into a problem,
guided interviews are used. Guided interviews contain only open-ended questions, and the
questionnaire is only used as a guideline for the interview, the conversation between interviewer
and interviewee does not have to follow it strictly. Guided interviews generate qualitative data,
which is why the number of interviews usually is limited, and quantitative conclusions cannot be
drawn.
Interviewing key individuals in one of the main technique used in the development studies.
Participatory methods have contributed to adjusting the interview to make it more conversational
while still controlled and structured, resulting in semi-structured interview. In this interview,
some of the questions are pre-determined, whilst majority of the questions are formulated in the
interview. Questions asked according to the checklist and not from a formal questionnaire.
Types of Interview
Characteristics
Strengths
Weakness
A. Informal
Conversational
Interview
Questions
emerge
from the immediate
context and are asked
in the immediate
course of natural
things. There is no
predetermination of
questions wordings.
Increases the salience

and
relevance
of
questions. Interviews are
building on and emerge
from observations. The
interviews
can
be
matched to individuals
and circumstances.
Different
responses
collected
from
different people with
different
questions.
Less comprehensive if
certain questions dont
arise naturally. Data
analysis
and
organization can be
quite
difficult.
Requires
maximum
attentions
by
the
interviewer.
B. Interview
Guide
Approach
Topics and issues to

be covered are asked
in
advance.
Interviewer
decide
the working of the
questions
in
the
interview itself.
The outline increases n

comprehensiveness of
the data and makes the
data
collections
systematic for each
respondent. Interviews
remain
fairly
conversational
and
situational
Important and salient

topics
may
be
inadvertently omitted.
Interviewer flexibility
in asking questions
resulting
in
invariability
of
responses.
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C. Standardized
The exact wording
Open
Ended and sequence are
Interview
determined
in
advance.
All
interviewers ask the
same basic questions
in the same order.
Respondents
answers
the same questions thus
increase
the
comparability
of
responses.
Reduce
interviewer bias when
several interviewers are
used.
Little flexibility in
relating the interview
to
particular
individuals
and
circumstances.
D. Close
Quantitative
Interview
Data analysis is simple.

Responses
can
be
directly aggregated and
compared.
Many
questions can be asked
in a short time.
Respondents must fill

their experience and
feelings
into
the
researchers
categories; may be
perceived
as
impersonal,
mechanistic
and
irrelevant. Can distort
what respondent really
men or experienced.
Questions
and
response categories
are determined in
advance. Responses
are fixed; Respondent
chooses from these
responses
The Unguided Interview is not planned or structured. The applicant determines the process of the
interview by controlling the conversation and doing the most talking. Questions asked by the interviewer
will usually follow on from the applicant's own statements.
Q.3 Discuss the techniques to motivate employees?
Introduction:
Learn how to identify causes of low morale, then apply proven techniques to motivate
employees, prepare individual action plans to solve on-the-job problems and improve overall
employee behaviors. The Process of Motivating Your Employees
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Understanding Motivation
Assessing Your Approach
Identifying Manager's Role
Applying Techniques
Measuring Success
What to Expect:
Motivation is one of the primary concerns and challenges facing today's manager. This Business
Builder will help you learn techniques for creating a proper motivational climate. You will learn
how to apply proven techniques for motivating employees, prepare individual action plans to
solve on-the-job problems, and identify causes of low morale and techniques for improving
overall employee behaviors.
Why Do You Need To Know About

Motivation:
Your employees are the key to your successful business.
Motivation affects employee performance, which affects organizational objectives.
Satisfied employees lead to satisfied customers.
Motivated employees make your job easier.
Criteria for Success:
To be a successful manager/motivator you must first understand that you cannot motivate
anyone. You can only create an environment that encourages and promotes the employee's self
motivation. Someone once said that motivation is getting people to do what you want them to do
because they Want to do it. The challenge is to give them a reason to want to do it; doing it will
satisfy a need they have. You have to tune in to their need, not yours. Secondly, you must also
know what kind of behavior you want the employee to demonstrate. In other words, what do you
want the employee to do differently?
Goals:
Set a major goal, but follow a path. The path has mini goals that go in many directions. When
you learn to succeed at mini goals, you will be motivated to challenge grand goals.
Finish what you start. A half finished project is of no use to anyone. Quitting is a habit. Develop
the habit of finishing self-motivated projects.
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Socialize with others of similar interest. Mutual support is motivating. We will develop the
attitudes of our five best friends. If they are losers, we will be a loser. If they are winners, we will
be a winner. To be a cowboy we must associate with cowboys.
Learn how to learn. Dependency on others for knowledge supports the habit of procrastination.
Man has the ability to learn without instructors. In fact, when we learn the art of self-education
we will find, if not create, opportunity to find success beyond our wildest dreams.
Harmonize natural talent with interest that motivates. Natural talent creates motivation,
motivation creates persistence and persistence gets the job done.
Increase knowledge of subjects that inspires. The more we know about a subject, the more we
want to learn about it. A self-propelled upward spiral develops.
Take risk. Failure and bouncing back are elements of motivation. Failure is a learning tool. No
one has ever succeeded at anything worthwhile without a string of failures.
Watch Out For There is no quick fix. Changing

employee behavior takes time and patience. You
will find that what works well for one person may
not work for another. You may have to use "trial
and error" until you identify and match the right
method to the appropriate people.
You also may have to face the unpleasant truth that no matter what you do, you might have some
employees who refuse to change their behavior. If that is the case, you will have to "bite the
bullet" and ask them to leave. It's very demotivating to employees some do not cooperate
perform according to agreed upon expectations.
The Process of Motivating Your Employees:

Motivation falls into five categories
Understanding the Concept of Motivation

Assessing Your Approach to Employee Motivation
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Identifying Manager's Role in Motivation Process
Applying Motivational Techniques (Creating the Environment)
Measuring Success
Understanding Motivation:
Can you motivate someone? The answer is an emphatic "NO!" Motivation comes from within
the individual prompting an action. Motivation is a function of individual will. We do things
because the outcome is appealing and serves as an incentive. Motivation is directly related to
morale, that is, the attitude of individuals and groups toward their work, environment,
management and organization as a whole.
Assessing Your Approach:

You may find yourself puzzled by an employee's apparent lack of motivation. You pay a decent
salary so you can't understand why this person isn't grateful just to have a job. The first step to
real understanding is to accept that what motivates you may or may not motivate your
employees. Take a moment and rank the following motivating factors according to what is
important to you: Job security, Adequate compensation, Company benefits, Pleasant physical
working environment, Recognition for doing a good job, Loyalty and fairness of management,
Participation in decisions that affect me, Interesting and challenging work, Opportunities for
promotion and growth, Friendliness of people I work with, Clear understanding of what is
expected of me, Feeling of personal accomplishment
Identifying Manager's Role:

At this point, you might be asking yourself, "What is my role as a leader in the motivation
process?" Your responsibility in motivating employees is to create the environment that
promotes motivation within the individual. Someone once said that good leadership is getting
people to do what you want them to do because they want to do it. Therefore, you must first
understand employees' needs and then show them the benefits of moving them from where they
are to where you want them to be. In other words, point out the
Applying Techniques:
If you want to become an effective leader, use the following techniques to create an environment
in which people want to work:
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Use Appropriate Methods Of Reinforcement. Rewards should be tied directly to performance.
If you have determined that delivering quality service is important, then the employee's
performance in delivering that service should be rewarded.
Provide People With Flexibility And Choice. Whenever possible, give employees a chance to
make decisions particularly when they affect them in some way. Choice and the personal
commitment that results are essential to motivation. People who are not given the opportunity to
choose for themselves tend to become passive and lethargic.
Provide Support When It Is Needed. One key characteristic of the achievement-oriented
person is the willingness to use help when it is needed. Employees should be encouraged to ask
for support and assistance; otherwise, they will become frustrated. Asking for help should never
be considered a sign of weakness; it should be considered a sign of strength. When an employee
comes to you for help, be careful not to turn him or her off with comments such as "You still
don't know how to do that? I thought I explained it to you." Instead, ask, "Tell me where you are
having problems. What can I clear up for you?"
Encourage Employees To Set Their Own Goals And Objectives. Let them participate actively
in the goal-setting process. People tend to know their own capabilities and limitations. Also,
personal goal-setting results in a commitment to goal accomplishment. In setting sales goals, for
example, ask your sales person to come up with a realistic monthly goal and a plan to reach that
number.
Then the two of you should sit down and evaluate the goal by applying the following criteria:
Is the goal specific? Write the goal so that anyone would be able to identify exactly what you are
going to accomplish. Is it measurable? Identify the deliverable.
Is it agreed upon? All those involved must agree. In most cases, this means the manager and the
employee who make it happen.
Is it realistic? Make sure that you have the appropriate resources (time, skills, equipment,
environment, money) to successfully meet the goal.
Is it timebound? Set deadlines, interim reviews and target completion dates.
Think of an employee you would like to involve in the goal-setting process. Then outline how you are
going to approach him or her. What will you say to communicate the reasons you are asking the
employee to set his or her own goals? Are there any guidelines or parameters he or she should consider?
Establish A Climate Of Trust And Open Communication. Productivity is highest in

organizations that encourage openness and trust. Trust and openness are created by the way we
communicate. Do you use phrases that build people and get things started or ones that destroy
ideas and chloroform creative thinking? Review the following lists. Which do you use more
frequently?
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Killer Phrases
o "A great idea, but"
o
"It won't work."
"We don't have the time."
"It's not in the budget."
"We've tried that before."
"All right in theory, but can you put it in practice?"
"You haven't considered"
"We have too many projects now."
"What you're really saying is"
"Let's put it on the back burner."
"Let's discuss it at some other time."
Igniter Phrases
o
"That would be interesting to try."
"I'm glad you brought that up."
"Good work!"
"You're on the right track."
"That's the first time I've had anyone think of that."
"I have faith in you."
"I appreciate what you've done."
"See, you can do it!"
"Go ahead, try it"
"I never thought of that."
"I'm very pleased with what you've done."
"We can always depend on you."
"We can do a lot with that idea."
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Q.4 Explain in detail the disciplinary Action Penalties?
Introduction:
Many employers might be surprised to know that, in addition to the right to claim unfair dismissal, the
Employment Act 2000 introduced the right for employees to claim that they have been unfairly
disciplined. This wide protection for employees means that employers must think carefully and act fairly
before taking any disciplinary action against members of their workforce. Otherwise an employee could
make a complaint to the Labour Relations Officer / Inspector and, if the Inspector is not able to resolve
the situation, take the matter further to the Employment Tribunal. What general guidelines should an
employer follow to avoid this situation? First, the disciplinary action taken, whether it be a written
warning, final written warning or suspension, should be able to be justified as reasonable. Secondly, the
procedure involved to arrive at this outcome should be fair. In theory, these two aspects should go handin-hand as the fairer the disciplinary procedure, the better informed to make a reasonable decision the
employer will be. In practice, daft decisions are not always prevented by a scrupulously fair procedure.
A Reasonable Penalty:
Various factors need to be considered in assessing what is a reasonable penalty. These include the nature
of the employees conduct and the damage caused by it, the duties and terms of the employees contract,
their length of service, previous conduct, the employees circumstances, and how the employer has
disciplined others in similar situations. How should an employer approach these factors? Obviously, the
more serious the conduct and greater the damage caused by it, the harsher the penalty imposed can be and
still be reasonable. Similarly, if an employee contravenes one of their key duties or terms of their
contract, then a harsher penalty may be appropriate. Taking another example, an employer would be
expected to be more lenient to a long service employee with a good record than someone who has just
joined. The factor of an employees circumstances means that an employees explanation for their
conduct should be considered e.g. a missed appointment at work explained by a family emergency or,
less justifiable, placing an IOU contrary to company policy due to temporary financial difficulties.
Finally, it is very important that an employer needs to be consistent. A verbal warning to one employee
followed by a written warning to another employee for practically the same offence months later, will
make it more difficult to justify the reasonableness of the harsher penalty.
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A Fair Procedure:
At its absolute minimum, a fair procedure means that employees should be given a chance to explain
themselves before any decision to discipline is made. Ideally, this should be done in the form of a
hearing/ meeting between the employer and employee. The representative of the employer should be (as
far as possible) someone not closely involved in the circumstances leading to the possible disciplinary
action e.g. the manager subjected to the alleged curses of an employee should not be holding the meeting.
At the meeting, the purpose of it should be explained to the employee and he or she should be informed
of the allegations against them. The evidence should then be indicated either in writing or by calling
witnesses. The employee should then be allowed to ask questions, call their own witnesses and put
forwardtheir own arguments before any decision is made. As a matter of good practice, it is usually better
to split the above meeting into two parts to avoid the obvious (and proper) request by an employee that
they would like time to consider their response to the allegations against them before proceeding with the
meeting. Hence it is useful if the allegations and (if available) written evidence against them can be given
to the employee at this first brief meeting. This will then enable the employee to consider and prepare
their response in time for the second meeting a few days later. After this second meeting, the employer
should then adjourn to consider their decision properly. (A decision given immediately after hearing the
employees response only encourages an employee to believe that their employer was merely going
through the motions.) A right of appeal should then be provided to the employee. Employers most often
trip up when the issue seems very clearcut. If it is, then it does not take long to have this confirmed in a
fair manner by hearing the explanation (if any) of the employee as well as listening to any mitigating
circumstances. With the Employment Act 2000 recognising its importance, procedure is now ignored at
every employers peril. For example, should any dispute come before the Employment Tribunal, it is
unlikely that the Tribunal will warm to the employer who argues that even if a fair procedure had been
followed, the resulting disciplinary action would have been exactly the same. Such a failing of procedure
may allow a very undeserving employee in the employers eyes to a technical win and some
compensation.
Violation of act; disciplinary action;

penalties:
(1) The board may after hearing, by majority vote, take any or all of the following actions, upon
proof satisfactory to the board that any person or organization has violated the Geologists
Regulation Act or any rules or regulations adopted and promulgated pursuant to the act:
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(a) Issuance of censure or reprimand;
(b) Suspension of judgment;
(c) Placement of the offender on probation with the board;
(d) Placement of a limitation or limitations on the holder of a license and upon the right of the
holder of a license to practice the profession to such extent, scope, or type of practice for such
time and under such conditions as are found necessary and proper;
(e) Imposition of a civil penalty not to exceed ten thousand dollars. The amount of the penalty
shall be based on the severity of the violation;
(f) Entrance of an order of revocation, suspension, or cancellation of the certificate of licensure;
(g) Issuance of a cease and desist order;
(h) Imposition of costs as in an ordinary civil action in the district court, which may include
attorney's fees and hearing officer fees incurred by the board and the expenses of any
investigation undertaken by the board; or
(i) Dismissal of the action.
In hearings under this section, the board may take into account suitable evidence of reform.
(2) Civil penalties collected under subdivision (1)(e) of this section shall be remitted to the State
Treasurer for credit to the permanent school fund. All costs collected under subdivision (1)(h) of
this section shall be remitted to the State Treasurer for credit to the Geologists Regulation Fund.
Page 17
Q.5 Explain the importance of grievance handling?
Introduction:
In their working life, employees do get dissatisfied with various aspects of working may be with the
attitude of the manager, policy of the company, working conditions, or behavior of colleagues. Employers
try to ignore or suppress grievances. But they cannot be suppressed for long. Grievance acts as rust which
corrodes the very fabric of organization. An aggrieved employee is a potent source of indiscipline and
bad working. According to Julius, a grievance is any discontent or dissatisfaction, whether expressed or
not, whether valid or not, arising out of anything connected with the company which an employee thinks,
believes or, even feels to be unfair, unjust or inequitable.Maintaining quality of work life for its
employees is an important concern for the any organization. The grievance handling procedure of the
organization can affect the harmonious environment of the organization. The grievances of the
employees are related to the contract, work rule or regulation, policy or procedure, health and safety
regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus,
etc. Here, the attitude on the part of management in their effort to understand the problems of employees
and resolve the issues amicably have better probability to maintain a culture of high performance.
Managers must be educated about the importance of the grievance process and their role in maintaining
favorable relations with the union. Effective grievance handling is an essential part of cultivating good
employee relations and running a fair, successful, and productive workplace. Positive labor relations are
two-way street both sides must give a little and try to work together. Relationship building is key to
successful labor relations.
Forms of Grievances:
A grievance may take anyone of the following forms:
A) Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled, e.g., wage
hike has been agreed but not implemented citing various reasons.
b) Imaginary: When an employees dissatisfaction is not because of any valid reason but because of a
wrong perception, wrong attitude or wrong information he has. Such a situation may create an imaginary
grievance. Though management is not at fault in such instances, still it has to clear the fog immediately.
c) Disguised: An employee may have dissatisfaction for reasons that are unknown to him. If he/she is
under pressure from family, friends, relatives, neighbors, he/she may reach the work spot with a heavy
heart. If a new recruit gets a new table and almirah this may become an eyesore to other employees who
have not been treated likewise previously. The importance of grievance handling in an organization
requires am effective approach and attitude on the part of the grievance handling authority. It reflects
Page 18

healthy organizational practices and strong organizational culture. The failure of grievance handling will
affect the harmonious environment of the organization
Causes:
Grievances may occur for a number of reasons:

a) Economic: Wage fixation, overtime, bonus, wage revision, etc. Employees may feel that they are paid
less when compared to others.
b) Work Environment: Poor physical conditions of workplace, tight production norms, defective tools
and equipment, poor quality of materials, unfair rules, lack of recognition, etc.
c) Supervision: Relates to the attitudes of the supervisor towards the employee such as perceived notions
of bias, favoritism, nepotism, caste affiliations, regional feelings, etc.
d) Work group: Employee is unable to adjust with his colleagues; suffers from feelings of neglect,
victimization and becomes an object of ridicule and humiliation, etc.
e) Miscellaneous: These include issues relating to certain violations in respect of promotions, safety
methods, transfer, disciplinary rules, fines, granting leave, medical facilities, etc.
GRIEVANCE HANDLING PROCEDURE

As already discussed, there are valid reasons to have the grievances processed through Machinery or a
procedure.
Objectives of a Grievance Handling Procedure
Jackson (2000) lays down the objectives of a grievance handling procedure as follows:
To enable the employee to air his/her grievance.

To clarify the nature of the grievance.
To investigate the reasons for dissatisfaction.
To obtain, where possible, a speedy resolution to the problem.
To take appropriate actions and ensure that promises are kept.
To inform the employee of his or her right to take the grievance to the next stage
Of the procedure, in the event of an unsuccessful resolution.
The Benefits of a Grievance Handling Procedure

According to Jackson (2000), further benefits that will accrue to both the employer and employees are as
follows: It encourages employees to raise concerns without fear of reprisal, It provides a fair and speedy
means of dealing with complaints. It prevents minor disagreements developing into more serious
disputes, It saves employers time and money as solutions are found for workplace, Problems and It helps
to build an organizational climate based on openness and trust.
Page 19
Process:
The details of a grievance procedure/machinery may vary from organization to organization. Here, a four
phase model (Figure 1) is suggested. The first and the last stages have universal relevance, irrespective of
the differences in the procedures at the intermediate stages. The four stages of the machinery are briefly
discussed here: The level at which grievance occurs: The best opportunity to redress a grievance is to
resolve it at the level at which it occurs. A workers grievance should be resolved by his immediate boss,
the first line supervisor. The higher the document rises through the hierarchy, the more difficult it is to
resolve. Bypassing the supervisor would erode his authority. When the process moves to a higher stage,
the aggrieved employee and the supervisor concerned may shift their focus to save face by proving the
other wrong. The substantive aspect of any of the grievances may thus be relegated and dysfunctional
aspects come to the fore thus making it more difficult to settle the issue. In a unionized concern, the first
stage of the procedure usually involves three people: the aggrieved employee, his immediate boss and the
union representative in the shop/ department. It is possible to involve the union in laying down the
framework of the grievance procedure and thereafter restrain union involvement in the actual process, at
least in the first two stages.
Intermediate Stage: If the dispute is not redressed at the supervisors level, it will usually be referred to
the head of the concerned department. It is important that line management assume prime responsibility
for the settlement of a grievance. Any direct involvement by personnel department may upset balance in
line-staff relations. At the intermediate level, grievance can be settled with or without union involvement.
Excessive reliance on supervisor at this stage can jeopardize the interests of the employee and affect the
credibility of the procedure.
Organization Level: If a grievance is not settled at the intermediate level also, it will be referred to the
top management. Usually, a person of a level not less than General Manager designated for the purpose
will directly handle the issue. By now, the grievance may acquire some political importance and the top
leadership of the union may also step in formally, if the procedure provides for it and informally, if the
procedure prohibits it. At this level it is very difficult to reconcile the divergent interests.
Precautions and Prescriptions:
1. Always ensure that the managers involved in the grievance handling procedures have a quiet place to
meet with the complainant.
2. Always ensure that managers have adequate time to be devoted to the complainant.
3. Explain manager's role, the policy and the procedures clearly in the grievance handling procedure.
4. Fully explaining the situation to the employee to eliminate any misunderstanding and promote better
acceptance of the situation complained of.
5. Try to let employee present their issues without prejudging or commenting
Page 20

6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb the system.
7. Do remain calm, cool, collected during the course of the meeting.
8. Always focus on the subject of the grievance than allied issues.
9. Don't make threats manage the grievances.
10. Never make use of allegations against personalities.
11. be aware of the staff member's potential concerns to the possible repercussions of raising a grievance.
12. Don't become angry, belligerent, or hostile during grievance handling procedure.
13. Do listen for the main point of arguments and any possible avenue to resolve the grievance.
14. Listen and respond sensitively to any distress exhibited by the employees.
15. Eliminating the source of the irritation or discomfort being complained of.
16. Reassure them that the managers will be acting impartially and that your hope is to resolve the matter
if possible.
17. Don't "horse trade" or swap one grievance for another (where the union wins one, management wins
one). Each case should be decided on its merits.
18. Avoid usage of verbalisms likeit will be taken care of."
19. Ensure effective, sensitive and confidential communication between all involved.
20. Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised.
21. The investigator or decision maker acts impartially, which means they must exclude themselves if
there is any bias or conflict of interest.
22. All parties are heard and those who have had complaints made against others are given an opportunity
to respond.
23. Try to look upon the problem on different angles for appropriate understanding.
24. Ensuring that there is proper investigation of the facts and figures related the problem under concern.
Page 21
25. Consider all relevant information in the investigation process.

26. Ask the staff member their preferred resolution option, although it is important to make it clear that
this may not be a possible outcome.
27. be aware of the limits of authority of the person who involved in the grievance handling procedures.
28. If the manager feels that he/she is not the appropriate person (senior manager) to deal with the issue
refer the complainant to the appropriate person as soon as possible.
29. Try to get a better idea of whether the alleged discrimination or harassment happened or didn't
happen.
30. Tell them exactly what they are supposed to have done, to whom and explain why this may be seen as
discrimination/harassment or as inappropriate.
31. Grievances are preferably to be settled informally at the level of the employee's immediate supervisor.
32. Try the level best to involve team members to resolve the crisis at unit level itself.
33. Avoid as far as possible the union involvement in conflict resolution situation process.
34. Follow documentation the procedures, of all necessary steps taken to resolve the problem/complaint.
Conclusion:
To a great extend the aggravation of industrial problems depends on manager's approaches and
attitude in effective handling of employees grievances. Care should be taken in the way
managers approaches the problem and perceiving the pros and cons of the situation. The conflict
management approaches include the win-win strategy that help in the healthy organizational
practices and which reflects the strong organizational culture.
Q.6 Explain Managerial grid in detail?

The managerial grid model (1964) is a behavioral leadership model developed by Robert Blake
and Jane Mouton. This model originally identified five different leadership styles based on the
concern for people and the concern for production. The optimal leadership style in this model is
Page 22

based on Theory Y. The grid theory has continued to evolve and develop. Robert Blake updated
it with (?) in (?) (Daft, 2008). The theory was updated with two additional leadership styles and
with a new element, resilience. In 1999, the grid managerial seminar began using a new text,
The Power to Change.
The model:
The model is represented as a grid with concern for production as the X-axis and concern for
people as the Y-axis; each axis ranges from 1 (Low) to 9 (High). The resulting leadership styles
are as follows:
The indifferent (previously called impoverished) style (1,1): evade and elude. In this style,
managers have low concern for both people and production. Managers use this style to preserve
job and job seniority, protecting themselves by avoiding getting into trouble. The main concern
for the manager is not to be held responsible for any mistakes, which results in less innovative
decisions.
The accommodating (previously, country club) style (1,9): yield and comply. This style has a
high concern for people and a low concern for production. Managers using this style pay much
attention to the security and comfort of the employees, in hopes that this will increase
-performance. The resulting atmosphere is usually friendly, but not necessarily very productive.
The dictatorial (previously, produce or perish) style (9,1): control and dominate. With a high
concern for production, and a low concern for people, managers using this style find employee
needs unimportant; they provide their employees with money and expect performance in return.
Managers using this style also pressure their employees through rules and punishments to
achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor,
and is commonly applied by companies on the edge of real or perceived failure. This style is
often used in case of crisis management.
The status quo (previously, middle-of-the-road) style (5,5): balance and compromise. Managers
using this style try to balance between company goals and workers' needs. By giving some
concern to both people and production, managers who use this style hope to achieve suitable
performance but doing so gives away a bit of each concern so that neither production nor people
needs are met.
The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is
paid both to people and production. As suggested by the propositions of Theory Y, managers
choosing to use this style encourage teamwork and commitment among employees. This method
relies heavily on making employees feel themselves to be constructive parts of the company.
The opportunistic style: exploit and manipulate. Individuals using this style, which was added to
the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever
behaviour offers the greatest personal benefit.
Page 23
The paternalistic style: prescribe and guide. This style was added to the grid theory before 1999.
In The Power to Change, it was redefined to alternate between the (1,9) and (9,1) locations on
the grid. Managers using this style praise and support, but discourage challenges to their
thinking.
Description:
Leaders may be concerned for their people and they also must also have some concern for the
work to be done. The question is, how much attention to they pay to one or the other? This is a
model defined by Blake and Mouton in the early 1960s.
High
Concern for People
Country Club
management
Middle of the road
management
Medium
Low
Team management
Impoverished
management
Low
Authority-compliance
Medium
High
Concern for Production (Task)
Impoverished management:
Minimum effort to get the work done. A basically lazy approach that avoids as much work as
possible.
Authority-compliance:
Strong focus on task, but with little concern for people. Focus on efficiency, including the
elimination of people wherever possible.
Page 24

Country Club management:
Care and concern for the people, with a comfortable and friendly environment and collegial
style. But a low focus on task may give questionable results.
Middle of the road management:

A weak balance of focus on both people and the work. Doing enough to get things done, but not
pushing the boundaries of what may be possible.
Team management:
Firing on all cylinders: people are committed to task and leader is committed to people (as well
as task).
Discussion:
This is a well-known grid that uses the Task vs. Person preference that appears in many other
studies, such as the Michigan Leadership Studies and the Ohio State Leadership Studies. Many
other task-people models and variants have appeared since then. They are both clearly important
dimensions, but as other models point out, they are not all there is to leadership and
management.
The Managerial Grid was the original name. It later changed to the Leadership Grid.
Developed by the founders of our company, Drs. Robert R. Blake and Jane S. Mouton, The Managerial
Grid graphic below is a very simple framework that elegantly defines seven basic styles that characterize
workplace behavior and the resulting relationships. The seven managerial Grid styles are based on how
two fundamental concerns (concern for people and concern for results) are manifested at varying levels
whenever people interact.
Page 25
The Seven Managerial Grid Styles:
I expect results and take control by clearly stating a course of action. I enforce rules that sustain high
results and do not permit deviation.
I support results that establish and reinforce harmony. I generate enthusiasm by focusing on positive
and pleasing aspects of work.
I endorse results that are popular but caution against taking unnecessary risk. I test my opinions with
others involved to assure ongoing acceptability.
Page 26

I distance myself from taking active responsibility for results to avoid getting entangled in problems.
If forced, I take a passive or supportive position.
I provide leadership by defining initiatives for myself and others. I offer praise and appreciation for
support, and discourage challenges to my thinking.
I persuade others to support results that offer me private benefit. If they also benefit, thats even better
in gaining support. I rely on whatever approach is needed to secure an advantage.
I initiate team action in a way that invites involvement and commitment. I explore all facts and
alternative views to reach a shared understanding of the best solution.
Grid Relationship Skills:

The Grid theory translates into practical use through Grid style relationship skills that people
experience day in and day out when they work together. These relationship skills depict the
typical and vital behaviors for each style that make relationships effective or ineffective. Some
behaviors strengthen and motivate teams while others obstruct progress.
Critique - Learning from experience by anticipating and examining how behavior and actions
affect results
Initiative - Taking action to exercise shared effort, drive, and support for specific activities
Inquiry - Questioning, seeking information, and testing for understanding
Advocacy - Expressing attitudes, opinions, ideas, and convictions
Page 27
Decision-Making - Evaluating resources, criteria, and consequences to reach a decision
Conflict Resolution - Confronting and working through disagreements with others toward
resolution
Resilience - Reacting to problems, setbacks, and failure, and understanding how these factors
influence the ability to move forward
Grid theory makes behaviors as tangible and objective as any other corporate commodity. By studying
each of the seven Leadership Grid styles and the resulting relationship skill behaviors, teams can
examine, in objective terms, how behaviors help or hurt them. They can explore types of critique that
work best for them and why. They can openly discuss how to improve decision-making and conflict
resolution skills. These and other subjects usually considered "off limits" in terms of productivity are the
very subjects that usually impede productivity. The Grid approach makes these subjects not only
"discussable" but measurable in objective terms that generate empathy, motivation to improve, and
creativity.
Page 28

Assignment On Human Resource Management by Rahul Gupta: Recruitment

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HUMAN RESOURCE MANAGEMENT

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Passive Candidate Research Firms /

HUMAN RESOURCE MANAGEMENT

Screening and selection

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Internet Recruitment / Websites

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Internal Recruitment Process Weaknesses

HUMAN RESOURCE MANAGEMENT

External Recruitment Process Key Issues

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Q.2 Write a note on guided and unguided interview?

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Increases the salience

Topics and issues to

The outline increases n

Important and salient

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Data analysis is simple.

Respondents must fill

Q.3 Discuss the techniques to motivate employees?

HUMAN RESOURCE MANAGEMENT

Identifying Manager's Role

Why Do You Need To Know About

Your employees are the key to your successful business.

Motivation affects employee performance, which affects organizational objectives.

Satisfied employees lead to satisfied customers.

Motivated employees make your job easier.

Criteria for Success:

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Watch Out For There is no quick fix. Changing

The Process of Motivating Your Employees:

Understanding the Concept of Motivation

RAHUL GUPTA, MBAHCS (1ST SEM), SUBJECT CODE-MBOO27, SET-2

HUMAN RESOURCE MANAGEMENT

Identifying Manager's Role in Motivation Process

Applying Motivational Techniques (Creating the Environment)

Assessing Your Approach:

Identifying Manager's Role:

HUMAN RESOURCE MANAGEMENT

Is it timebound? Set deadlines, interim reviews and target completion dates.

Establish A Climate Of Trust And Open Communication. Productivity is highest in

HUMAN RESOURCE MANAGEMENT

"It won't work."

"We don't have the time."

"It's not in the budget."

"We've tried that before."

"All right in theory, but can you put it in practice?"

"You haven't considered"

"We have too many projects now."

"What you're really saying is"

"Let's put it on the back burner."

"Let's discuss it at some other time."

"That would be interesting to try."

"I'm glad you brought that up."