MB0043/1

Q1. Training refers to the process of imparting specific skills. “Training need

analysis” is required for effective training program. Explain in detail, all the three

factors of Thayer and McGhee model of identify training needs.

Organizational analysis determines where training emphasis should be placed within the

organization and is based on the objectives of an organization. Concerning what one should

do in analysing an organization, McGhee and Thayer (1961) suggest four steps:

1. Stating the goals and objectives of an organization

2. Analysing the human resources

3. Analysing efficiency indices

4. Analysing the organizational climate

The results of these analyses are then compared with the objectives of the organization.

These comparisons point to specific areas in which training is needed.

Individual analysis aims at identifying specific training needs for an individual or group of

employees so that training can be tailored to their needs. This analysis centres on

individuals and their specific needs concerning the skills, knowledge, or attitudes they must

develop to perform their assigned tasks. The possible methods or techniques for individual

analysis include performance appraisal, interviews, questionnaires, tests, analysis of

behaviour, informal talks, checklist, counseling, critical incidents, recording, surveys, and

observations.

Group analysis includes a number of techniques in which a group of well-informed

employees discuss different aspects of the organization, the employees, and the tasks to

identify the major discrepancies in achieving predetermined targets for each of them with a

view to assessing training needs as distinguished from other necessary changes for

removing these discrepancies. The major techniques which are used in this approach are

brainstorming, buzzing, cardsorts, advisory committee, conferences, problem clinic, role

playing, simulation, task forces, workshops, and so forth.

Many problems exist in an organization, but some problems cannot be solved by training.

After a preliminary needs analysis, which gives probable causes and solutions, the results

should be verified with the concerned personnel of the organization to determine whether

training is an appropriate action to solve that problem.

Curriculum Development. This is the most important part in a training programme after a

need for training has been identified. The curriculum specifies what will be taught and how it

will be taught. It provides the framework and foundation of training. The first phase of

curriculum development determines what will be taught, that is, the training content.

Once training needs have been identified and training activities have been decided as part of

the solution, a needs analysis should be done to determine knowledge, skills, and attitude

requirements and performance deficiencies. The needs analysis procedure involves

breaking down the "training problem" into its basic parts in different successive phases to

identify and understand the important components in each phase. Ultimately it leads to

identifying and understanding the training content. The training needs analysis process can

be divided into three distinct analytical phases: job analysis, task analysis, and knowledge

and skill-gap analysis.

A. Job analysis. Job analysis is a method of determining major areas of tasks where training

may be needed (see JA Worksheet). It involves the dissecting of a job into its component

events or parts. This analysis allows a trainer to better understand what an employee does

in an organization. Job analysis involves the "task identification" of a particular job (Wentling,

1992). The techniques used in task identification include job questionnaire, interview,

participant observation, work sampling, job audit, and small-group discussion. The following

steps may provide a guide for completion of job analysis:

1. Identify the job that is to be the subject of the analysis. This involves defining the focal

point for the job analysis. It may include the entire job of a group of employees or only a

specific segment of their job.

2. Prepare a list of tasks which can be done following different approaches and methods.
Four approaches can be used to identify job tasks: (1) expertsidentify and list critical tasks,

(2) observations and interviews are conducted with employees, (3) meetings are held with

group representatives, and (4) a tentative list of task is reviewed by employees and their

supervisors.

3. Verify the tasks. The draft list of tasks should be verified by experts, workers, and

supervisors in the analysis process. This can be done through expert review, small-group

discussions, and inter views. When the tasks are verified, a final list of job tasks is prepared.

4. Determine the frequency. The workers and super visors can fill in a form indicating how

frequently each task in a job is performed. Different scales such as "seldom," "occasionally,"

"weekly to monthly," "daily to weekly," and "daily" can be used to quantify the intensity of a

task accomplished.

5. Determine the importance. Not all tasks are equally important to a job. An occasionally

performed task may be very important. Therefore, a relative importance rating is useful

along with frequency rating. A scale such as "marginally important," "moderately important,"

and "extremely important" may be used to determine the relative importance of the job tasks.

6. Estimate the learning difficulty. An estimate of learning difficulty is another dimension of

the job-task analysis. It shows the trainer the employees' perception of difficulty, which may

be different from the trainer's own perception. A scale such as "easy," "moderately difficult,"

"very difficult," and "extremely difficult" may be used to determine the difficulty indices of job

tasks.

7. Calculate the total score. This can be done by simply adding the scores for frequency,

importance, and learning difficulty for each task. The column for total score in a worksheet

indicates the priority tasks for training if these are training problems.

8. Review the findings. The results of the job-task analysis should be discussed with

significant people in the training system, including government leaders, programme

directors, and others interested in related training.

Q2. India is considered as the leading ‘emerging economy’. India’s organizational

success is rooted in its culture; bring out Indian culture and historical perspective to

HRM. Write a brief note on Human relations movement in India.

India's economy over the last decade looks in many ways like a success story; after a major

economic crisis in 1991, followed by bold reform measures, the economy has experienced a

rapid economic growth rate, more foreign investment, and a boom in the information

technology sector. Yet many in the country still suffer from crushing poverty, and social and

political unrest remains a problem. These essays by leading academics, policymakers, and

industrialists—including one by Amartya Sen, the 1998 winner of the Nobel Prize in

economics for his work on poverty and inequality—examine the facts of India's recent

economic successes and their social and cultural context. India's rate of economic growth

after the 1991 reforms were instituted reached a remarkable 7 percent for three consecutive

years, from 1994 to 1997. Several contributors to India's Emerging Economy ask what this

means for the nation as a whole. In his essay "Democracy and Secularism in India," Amartya

Sen argues that economic progress is not the only way to measure a nation's performance.

Other essays examine the actual effect India's economic growth has had on reducing

poverty and recommend policies to empower the poor. Essays also address such issues as

globalization and the vulnerabilities and opportunities it creates, India's experience with

monetary and fiscal reform, the rapid growth of the information technology sector (including

a case study of India's software industry), and India's grassroots economy. An

understanding of the organizational culture preferences of new hires is required in order to

achieve a person-organization fit—the key to reducing job turnover and maintaining a

committed workforce. In addition, because all organizations socialize new hires (formally or

informally) to understand “the way things are done around here,” a knowledge of

preferences that are changeable—and those that are not—is both valuable and necessary.

In this study we provided findings on the changeability of organizational culture preferences,

the gaps between organizational preferences and realities, and findings on differences in

preferences across five world regions and four countries.

Human resource management has changed in name various times throughout history. The

name change was mainly due to the change in social and economic activities throughout

history.

Q3. A company is being set up by a group of 3 professionals. The business objective

is to sell mobile phones of a Chinese company which has come up with an

inexpensive range of handset ranging from Rs.1200 to Rs.7000. They need to submit a

human resource plan to their investors. Explain the process of Human Resource

planning system for this company, which covers all important steps needed for HRP.

Sol. A company is being set p by a group of 3 professionals. The business objective is to

sell mobile phones.
Range of handset = 1200
Range of handset = 7000
Human Resource planning is the predetermination of the future course of actioin chosen
from a number of alternatives.
HR planning is the processes including forecasting, developing and controlling by which a
firm course that it has the right number of people and right kind of people at the right places
at the right time doing work for which they are economically most useful.
The characteristic of according to this company is that (HRP): They are:
1. Human resource plan most incorporate the human resource needs in the light of
organisational goals.
2. H.R. plan must be directed towards well defined objectives
3. H.R.P must ensure that it has the right number of people and the the right kind of
people at the right time, doing work for which they are economically most useful.
4. H.R.P should have the way for an effective motivational process.
5. A human resource plan should take into account the principle of periodical
reconsideration of new development and extending the plan to cover the charges
during the given long period.
HR planning is a highly important and useful activity without clear cut planning, an estimation
of the organsation’s human resource needs is reduced to more success work.
1. Planning defines future manpower needs and this becomes the basis or recreating
and developing personal
2. Employees can be trained, motivated and developed in advance and this helps in
meeting future needs for high quality employee
 3. change in technology has attached more importance to knowledge and skills
resulting in surplus manpower in some areas and shortage in other areas. HR
planning helps in creating balance in such a situation.
4. Jobs are becoming more and more knowledge oriented. This has resulted in a
changed profile of H.R because of increased emphasis on knowledge, recruitment
costs have also increased.

Q4. Organizations hire candidate through various sources. Discuss all the possible

sources of recruitment.

Recruitment is the process of generating a pool of qualified applicants for jobs. The first step

of the recruitment process is to get an approval to initiate the search. This is done through a

workforce requisition. Once the workforce requisition has been approved, the next step is to

develop an applicant pool using one or more of the recruitment sources. It’s hard to

overemphasise the importance of effective recruiting. The more applicants you have, the

more selective you can be in your hiring.

By the end of this section you should:

� Be familiar with what the following mean – Workforce Requisition, Sources of Recruitment

� Understand how you choose a source to generate a qualified pool of applicants

� Understand the difference between Recruitment and Selection

Step 1: Workforce Requisition: The Workforce Requisition is the process through which an

approval is taken to initiate the recruitment process.

The workforce plan provide for the overall estimate of workforce for a year. However it is

necessary to take specific approval to fill vacancies. The Manager in whose team the

vacancies have arisen initiates the process through a Error! Hyperlink reference not valid..

The concerned Department Head as well as the HR Head must approve the same. The CEO

must approve the request for any unbudgeted positions.

Step 2: Using sources to generate a qualified pool of applicants: Once the workforce

requisition has been approved, the HR Manager or team initiates the search. Before starting

the search for candidates externally, one should look within the organisation for suitable
candidates. First look internally: Organisations may decide to move people into open

positions on the basis of their suitability – qualification, experience & supervisor’s

recommendation. Alternatively, the job can be advertised internally through an Internal Job

Posting (IJP). An IJP entails publicising the open job to employees – through the managers,

e‐mail, communication meetings, notice boards etc. The employees would then apply for the

job and would go through a selection process. The job posting lists the job attributes and the

eligibility criteria for applying to the position. The merits of sourcing candidates internally are:

• There is no substitute for knowing the candidate’s performance, strengths and the areas of

development. With internal candidates you are likely to have a more accurate view.

• Commitment levels of internal candidates may be higher

• Internal candidates will have a better understanding of the organisation and the industry

and would therefore take less time to settle down in the job. The original philosophy and

mission of the organisation is ingrained in them.

• Training & orientation time will therefore be saved

• Employee Morale will rise as they will see opportunities for job enhancement and growth

Internal candidates who don’t get the job may get demotivated.

• Telling unsuccessful candidates why they were rejected and what remedial action they

need to take is critical. This needs to be done conscientiously and requires the managers’

and interviewers’ time.

• There could be a lot of candidates who apply for the position and interviewing all of them

could be a time – consuming exercise.

• The person who moves into the new role may find it difficult to gain acceptance from a

group of erstwhile peers.

• “Inbreeding” is another potential drawback. When a lot of managers come up through the

ranks, they may have a tendency to maintain status quo, even when a new direction is

required.

Then look externally ‐ Sources of Recruitment It is not always possible to get all the
employees from the current staff and a search for candidates has to be done externally.

There are various sources of hiring candidates from the external market.

• Advertisement (Choice of publication is critical)

• Placement Agencies/ Consultants

• Campus

• Employee Referrals

• Internet Job posting

• Walk‐ins

• Temping Agencies

• Local Communities where the organization delivers its services

The factors that would impact the choice of the source of recruitment are: ‐

• Levels – Entry level, mid manager, senior manager

• Scale of recruitment ‐ one or few positions, large scale hiring

• Recurrence – One off, on going

• Time available – immediate, planned time

• Costs – minimal, planned

Q5. Write short notes on:

• MBO: Management by Objectives (MBO) is a process of agreeing upon objectives

within an organization so that management and employees agree to the objectives

and understand what they are in the organization. The term "management by

objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of

Management'. The essence of MBO is participative goal setting, choosing course of

actions and decision making. An important part of the MBO is the measurement and

the comparison of the employee’s actual performance with the standards set. Ideally,

when employees themselves have been involved with the goal setting and the

choosing the course of action to be followed by them, they are more likely to fulfill

their responsibilities.
 • 360 Degree: 360-degree feedback, also known as multi-rater feedback, multisource

feedback, or multisource assessment, is feedback that comes from all around an

employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in

the center of the circle. Feedback is provided by subordinates, peers, and

supervisors. It also includes a self-assessment and, in some cases, feedback from

external sources such as customers and suppliers or other interested stakeholders. It

may be contrasted with "upward feedback," where managers are given feedback by

their direct reports, or a "traditional performance appraisal," where the employees are

most often reviewed only by their managers. The results from 360-degree feedback

are often used by the person receiving the feedback to plan training and

development. Results are also used by some organizations in making administrative

decisions, such as pay or promotion. When this is the case, the 360 assessment is

for evaluation purposes, and is sometimes called a "360-degree review." However,

there is a great deal of controversy as to whether 360-degree feedback should be

used exclusively for development purposes, or should be used for appraisal

purposes as well (Waldman et al., 1998). There is also controversy regarding

whether 360-degree feedback improves employee performance, and it has even

been suggested that it may decrease shareholder value

Q6. Hawthorne study has played a critical role in human resource development:

Elucidate the Hawthorne study and explain its contribution to human relations

movement.

The studies where subjects had to go for long drives with no toilet breaks, the results should

be considered biased by the feedback compared to the manipulation studies. He also

argues that the rest periods involved possible learning effects, and the fear that the workers

had about the intent of the studies may have biased the results.

Parsons defines the Hawthorne effect as "the confounding that occurs if experimenters fail to
realize how the consequences of subjects' performance affect what subjects do" [i.e.

learning effects, both permanent skill improvement and feedback-enabled adjustments to

suit current goals]. His key argument is that in the studies where workers dropped their

finished goods down chutes, the "girls" had access to the counters of their work rate.

It's possible that the illumination experiments were explained by a longitudinal learning

effect.[citation needed] It is notable however that Parsons refuses to analyze the illumination

experiments, on the grounds that they haven't been properly published and so he can't get at

details, whereas he had extensive personal communication with Roethlisberger and

Dickson.

But Mayo says it is to do with the fact that the workers felt better in the situation, because of

the sympathy and interest of the observers. He does say that this experiment is about

testing overall effect, not testing factors separately. He also discusses it not really as an

experimenter effect but as a management effect: how management can make workers

perform differently because they feel differently. A lot to do with feeling free, not feeling

supervised but more in control as a group. The experimental manipulations were important

in convincing the workers to feel this way: that conditions were really different. The

experiment was repeated with similar effects on mica splitting workers.[citation needed]

Richard E. Clark and Timothy F. Sugrue (1991, p.333) in a review of educational research

say that uncontrolled novelty effects cause on average 30% of a standard deviation (SD)

rise (i.e. 50%-63% score rise), which decays to small level after 8 weeks. In more detail:

50% of a SD for up to 4 weeks; 30% of SD for 5–8 weeks; and 20% of SD for > 8 weeks,

(which is < 1% of the variance).

A psychology professor at the University of Michigan, Dr. Richard Nisbett, calls the

Hawthorne effect 'a glorified anecdote.' 'Once you've got the anecdote,' he said, 'you can

throw away the data.'"

Harry Braverman points out in "Labor and Monopoly Capital" that the Hawthorne tests were

based on industrial psychology and were investigating whether workers' performance could
be predicted by pre-hire testing. The Hawthorne study showed "that the performance of

workers had little relation to ability and in fact often bore an inverse relation to test scores...".

Braverman argues that the studies really showed that the workplace was not "a system of

bureaucratic formal organization on the Weberian model, nor a system of informal group

relations, as in the interpretation of Mayo and his followers but rather a system of power, of

class antagonisms". This discovery was a blow to those hoping to apply the behavioral

sciences to manipulate workers in the interest of management.

The Hawthorne effect has been well established in the empirical literature beyond the

original studies. The output ("dependent") variables were human work, and the educational

effects can be expected to be similar (but it is not so obvious that medical effects would be).

The experiments stand as a warning about simple experiments on human participants

viewed as if they were only material systems. There is less certainty about the nature of the

surprise factor, other than it certainly depended on the mental states of the participants: their

knowledge, beliefs, etc.

Research on the demand effect also suggests that people might take on pleasing the

experimenter as a goal, at least if it doesn't conflict with any other motive[14], but also,

improving their performance by improving their skill will be dependent on getting feedback

on their performance, and an experiment may give them this for the first time. So you often

won't see any Hawthorne effect—only when it turns out that with the attention came either

usable feedback or a change in motivation.

Adair (1984): warns of gross factual inaccuracy in most secondary publications on

Hawthorne effect and that many studies failed to find it. He argues that it should be viewed

as a variant of Orne's (1973) experimental demand effect. So for Adair, the issue is that an

experimental effect depends on the participants' interpretation of the situation; that this is

why manipulation checks are important in social sciences experiments. So he thinks it is not

awareness per se, nor special attention per se, but participants' interpretation must be

investigated in order to discover if/how the experimental conditions interact with the

participants' goals. This can affect whether participants believe something, if they act on it or
don't see it as in their interest, etc.

Rosenthal and Jacobson (1992) ch.11 also reviews and discusses the Hawthorne effect.

[15]

In a currently unpublished working paper, economists John List and Steven Levitt claim that

in the illumination experiments the variance in productivity is partly accounted for by other

factors such as the weekly cycle of work or the seasonal temperature, and so the original

conclusions were overstated. If so, this confirms the analysis of SRG Jones's 1992 article

examining the relay experiments.

 2
Q1. It is assumed that high morale leads to high productivity. Explain what morale is

and how it is related to productivity?

With rising redundancies and greater job insecurity among employees it’s no wonder that

morale is low among many team members as they fear for the future of their current job.

Have you taken the time recently to consider how high the morale of your employees is?

You as a business owner or manager need to know how your employees are feeling at work,

emotionally and mentally. Not knowing how your employees feel can have dire

consequences.

We’ve already talked about the dramatic effect that low morale can have on your business in

the “Growing vs. Contracting in Harsh Economic Times” article. Research shows a simple

business formula behind morale and productivity, that is: low morale leads to low

productivity and high morale leads to high productivity.

The truth is that employees in many small businesses are required to carry out a much wider

range of tasks and carrying a much heavier workload than their corporate counterparts, due

to the low ratio of staff in small business compared to larger firms. If they leave, the

expense to business owners of re-hiring and re-training is a huge burden and contributes to

a disproportionately large chunk in your balance sheet.

One of the key strategies to recession-proof your business is to take leadership of your staff

with vision and courage to get them excited about being at work.

7 Top Tips for Keeping Morale High:

Lead with vision and share it with your employees

Engage with your employees – seek their ideas

Create an environment where creativity and imagination can flourish

Encourage high performance with positive attitudes – optimism, confidence, happiness and

hope

Inspire staff – make your staff feel they have something to aim for
Be employee-friendly – talk with and listen to your staff

Win the hearts and minds of your employees – understand your staff

But you may ask: how do I keep morale high in an uncertain economic environment?

Ask employees for their input before making decisions that impact their roles or work

Respond to employee questions or requests promptly

Employees need to feel that their ideas are listened to and acted upon to feel part of solving

problems

Create an open door policy if none exists. Encourage employees to use it once established.

Recognize and reward your star employees and those that go the extra mile

If cost-cutting measures are necessary, try to do them all at once, rather than dragging it out

bit by bit

Create a culture where employees see that their team's work is contributing to making

others' lives better, rather than just a product or service

Reaffirm that the challenges are only temporary and create a plan/scenario for your

employers where they can see a brighter future beyond cutbacks

When assessing the morale in your culture, try not to confuse morale with people being

happy. According to the Harvard Business Review, the definition of good morale is that

people’s emotions contribute to, rather than subtract from, the unit achieving its goals. Many

of the best examples of high morale come from situations of great unhappiness and stress -

such as heroic actions in war, etc.

So, use your current circumstance to rally the troops, build a sense of camaraderie, and

strengthen your team’s focus and dedication. Good luck!

Q2. “Coxen” is a medium size, plastic manufacturing company. In this Company,

workers have developed grievances against management. For past 2 years, in spite of

making profit, company is not paying bonus to workers. It is expected that, if the

grievances are not dealt with, it might lead to severe consequences. Imagine this

situation and explain the grievance handling procedure, list each steps of the

procedure. Suggest few measures to avoid grievances.

Maintaining quality of work life for its employees is an important concern for the any

organisation. The grievance handling procedure of the organisation can affect the

harmonious environment of the organisation. 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.

(i) An arrived employee shall first present his grievance verbally in person to the officer

designated by the management for this purpose. The response shall be given by the officer

within 48 hours of the presentation of the complaint. If the worker is not satisfied wit the

decision of the officer or fails to receive the answer within 48 hours he will, either in person

or accompanied by is departmental head, present his grievance to the head of the

department.

(ii) The head of the department shall give his answer within 3 days or if action cannot be

taken within this period, the reason for delay should be recorded. If the worker is dissatisfied

with the decision of the department all head, he may request that his grievance be forwarded
to the Grievance Committee.

(iii) The Grievance committee shall make its recommendation to the manager within 7 days if

the workers request. If decision cannot be given within this period, reason should be

recorded. Unanimous decision of the committee shall be implemented by the management.

If there is differences of opinion among the members of the committee, the matter shall be

refereed to the manager along with the views of the members and the relevant papers for

final decision.

(iv) In either case, the final decision of the manger shall be communicated to the employee

within three days from the receipt of the Grievance Committee's recommendations.

(v) If the worker is not satisfied even with the final decision of the manager, he may have the

right to appeal to the manager for revision. In making this appeal he may take a union official

with him to facilitate discussion with the management . The management will communicate

the decision within 7 days of workman's revision petition.

(vi) If worker is still not satisfied, the mater may be referred to voluntary arbitration.

(vii) Where a workers has taken a grievance for readdress under the grievance procedure

the formal conciliation machinery shall not interview till all steps in the procedure have

exhausted. A grievance shall be presumed to assume the form of a dispute only when the

final decision of top management is turned down by the worker.

Precautions and Prescriptions

The management should take care of following aspects to develop a culture of trust and

confidence upon the employees.

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

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 azd respond sensitively to any distress exhibited by the employees.

15. Eliminating the source of the irritation or discomfort being complained of.

6. 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 verbosisms like "it 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.

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.

Q3. Write a brief note on Succession planning.

Succession planning is a process for identifying and developing internal personnel with the

potential to fill key or critical organizational positions. Succession planning ensures the

availability of experienced and capable employees that are prepared to assume these roles

as they become available.

Succession planning accelerates the transition of qualified employees from individual

contributors to managers and leaders. Succession planning:

Prepares current employees to undertake key roles

Develops talent and long-term growth

Improves workforce capabilities and overall performance

Improves employee commitment and therefore retention

Meets the career development requirements of existing employees

Improves support to employees throughout their employment

Counters the increasing difficulty of recruiting employees externally

Focuses on leadership continuity and improved knowledge sharing

Provides more effective monitoring and tracking of employee proficiency levels and skill

gaps. Succession planning is a necessary part of an organisation's ability to reduce risk,

create a proven leadership model, smooth business continuity and improve staff morale.

Q4. Think of a situation in which an employee is to be dismissed from the

organization, what will be the fair steps of dismissal followed by the organization?

There are various reasons why your employer might dismiss you. The law distinguishes

between them depending on whether they are considered fair or unfair reasons for

dismissal. You have a right to have a written statement explaining why you have been

dismissed. Regardless of the reason for your dismissal, your employer should act fairly in

the procedure they follow. If they don’t, an employment tribunal can increase any award for

unfair dismissal by up to 25%.

Your employer must have a good reason for dismissing you, and has to show that the

reason is genuine and justifies your dismissal. The five potentially fair reasons for dismissing

an employee are:

This usually means you’ve broken one or more of the terms of your employment, e.g.:

Continually missing work

Poor discipline

Drug or alcohol abuse

Theft or dishonesty

Your employer should follow a fair disciplinary procedure before dismissing you for

misconduct.
Your capability

This means that you can’t do your job properly (including because you don’t have the right

qualifications) or aren’t performing to the required standard, e.g. because:

You haven’t been able to keep up with technological changes to your job e.g. introduction of

computerised systems

You can’t get along with your colleagues

Long-term or persistent illness makes it impossible for you to do your job

Your employer should make sure you’re given adequate training to do your job. If you’re

performing poorly, you should usually be warned that your work isn’t satisfactory and given a

chance to improve before any action is taken.

If you are persistently off sick (or long-term sick), your employer should normally look at any

alternatives before deciding to dismiss you. For example, they might have to consider

whether the job itself is making you sick and needs to be changed.

You should be aware that you can still be dismissed if you are off sick.

Your employer would normally be expected to allow a reasonable amount of time for you to

recover from your illness. The actual amount will depend on things like:

How long it will take to recover

How certain it is that you will recover (with some illnesses, like broken bones, it is clear how

long it will take but with something like stress it can be uncertain)

How easy it is to get cover

Whether your job can be kept open

If you have a disability (which may include long-term illness) your employer has a legal duty

to try to find a way round the problem by making 'reasonable adjustments' to how and/or

where you work. Dismissal because of a disability may be unlawful discrimination.

For more information, see our ‘Disability Discrimination Act’ section.

Redundancy

This means there’s no more, or not enough work for you. It might occur if:

Your employer closes or restructures

Your employer relocates

Your employer needs fewer workers

Your employer would be expected to select you fairly, consider offering you alternative work,

and to consult you properly before making you redundant.

For more information, see our ‘Redundancy’ section.

A statutory restriction

Your employer can dismiss you if continuing to employ you would break the law – for

example, if you’re a driver and you lose your driving licence. They would be expected to try

and find other suitable work for you before choosing to dismiss you.

Another substantial reason

The emphasis here is on ‘substantial’- it applies to a situation where your employer has an

overwhelming reason why you must be dismissed. They would be expected to look at any

alternatives before choosing to dismiss. Reasons that have previously fallen into this

category include:

Imprisonment

An irresolvable personality clash between you and a co-worker

If the business moves to another location, or if it’s taken over, and it isn’t possible to employ

you because of economic, technical or organisational reasons

Unreasonably refusing to accept a company reorganisation that changes your employment

terms

Automatically unfair reasons for dismissal

It will be automatically unfair if your employer sacks you because you:

Exercise your statutory rights, like the right to written particulars of your terms and conditions

Are pregnant

Take/ask to take statutory maternity, paternity or adoption leave

Are or intend to be a trade union member, or refuse to join a union

Exercise your rights under the National Minimum Wage Act

Complain about a health and safety problem

Report wrongdoing at work (‘whistleblowing’)

Exercise your rights in connection with a statutory grievance or disciplinary procedure

Take part in official industrial action that lasts less than 12 weeks

Take time off for jury service

Ask to work flexibly if you’ve a right to do so

Exercise your rights under the Working Time Regulations

Q5. Describe the process of wage fixation and the machinery available for it.

The term ‘Minimum Wage Fixation’ implies the fixation of the rate or rates of minimum wages

by a process or by invoking the authority of the State. Minimum wage consists of a basic

wage and an allowance linked to the cost of living index and is to be paid in cash, though

payment of wages fully in kind or partly in kind may be allowed in certain cases. The

statutory minimum wages has the force of law and it becomes obligatory on the part of the

employers not to pay below the prescribed minimum wage to its employees. The obligation

of the employer to pay the said wage is absolute. The process helps the employees in

getting fair and reasonable wages more particularly in the unorganised sector and eliminates

exploitation of labour to a large extent. This ensures rapid growth and equitable distribution

of the national income thereby ensuring sound development of the national economy.

It has been the constant endeavour of the Government to ensure minimum rates of wages to

the workers in the sweated industries and which has been sought to be achieved through

the fixation of minimum wages, which is to be the only solution to this problem.

Fixing of minimum rates of wages

The appropriate Government may fix the minimum rates of wages payable to employees

employed in an employment specified in Part - I or Part - II of the Schedule and in an

employment subsequently added to the Schedule. The Government may review the

minimum rates of wages and revise the minimum rates at intervals not exceeding five years.

The appropriate Government may fix separate minimum rates of wages for time rate and for

piece rate. Different wage rates may be fixed for different scheduled employments, different
classes of work in the same scheduled employment, for adults, adolescents, children and

apprentices and for different localities and for any one or more of the wage periods, viz., by

the hour or by the day or by the month or by such larger wage period as may be prescribed.

Q6. Write short notes on:

Charismatic Leadership: The Charismatic Leader gathers followers through dint of personality and

charm, rather than any form of external power or authority. It is interesting to watch a Charismatic

Leader 'working the room' as they move from person to person. They pay much attention to the

person they are talking to at any one moment, making that person feel like they are, for that time, the

most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and

reading their environment, and are good at picking up the moods and concerns of both individuals and

larger audiences. They then will hone their actions and words to suit the situation. Charismatic

Leaders use a wide range of methods to manage their image and, if they are not naturally

charismatic, may practice assiduously at developing their skills. They may engender trust through

visible self-sacrifice and taking personal risks in the name of their beliefs.

Participative Leadership: A Participative Leader, rather than taking autocratic decisions, seeks to

involve other people in the process, possibly including subordinates, peers, superiors and other

stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her

subordinates, most participative activity is within the immediate team. The question of how much

influence others are given thus may vary on the manager's preferences and beliefs, and a whole

spectrum of participation is possible

< Not participative Highly participative >

Autocratic Leader Team Joint decision Full delegation
decision by proposes proposes with team as of decision to
leader decision, decision, equals team
listens to leader has
feedback, then final decision
decides

There are many varieties on this spectrum, including stages where the leader sells the
idea to the team. Another variant is for the leader to describe the 'what' of objectives
or goals and let the team or individuals decide the 'how' of the process by which the
'how' will be achieved (this is often called 'Management by Objectives').

The level of participation may also depend on the type of decision being made.
Decisions on how to implement goals may be highly participative, whilst decisions
during subordinate performance evaluations are more likely to be taken by the
manager.

Delegative Leadership: Delegative Leadership, also known as Laissez-Faire leadership,

works best in a group where members are highly qualified and motivated to make correct

decisions in their area of expertise.

Delegative leaders offer little to no guidance to the group, and group members are free to

make their own decisions. This style should only be used when the leader has full

confidence and trust in group members.

Transformational Leadership: Transformational leadership (leadership]] approach that is

defined as leadership that creates valuable and positive change in the followers with the end
goal of developing followers into leaders. A transformational leader focuses on
"transforming" others to help each other, to look out for each other, to be encouraging and
harmonious, and to look out for the organization as a whole. With this leadership, the leader
enhances the motivation, morale and performance of his followers through a variety of
mechanisms. These include connecting the follower's sense of identity and self to the
mission and the collective identity of the organization; being a role model for followers that
inspires them; challenging followers to take greater ownership for their work, and
understanding the strengths and weaknesses of followers, so the leader can align followers
with tasks that optimizes their performance.