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MBA-HCS MB0043-- Human Resource Management Set 1 Q.1 Trace out the growth of Human Resource Management in India. Answer:The Royal Commission on Labor set up from 1929 to 1931 to examine the situation recommended the appointment of labor officers and other changes. The suggested changes led to the bringing in of standardization and that was the first step toward introducing personnel management, Formation of trade unions, with close links with political leaders like Mahatma Gandhi (the Textile Labor Association in Ahmedabad was founded in 1920), also influenced the way industrial workers are managed. This focus made an adequate number of employees available to the industry, disciplined the “rural” and “less educated workers” and implemented various legislations and settled disputes. At the same time there were progressive employers who on their own cared about the well being of the employees. Tata Steel in Jamshedpur, for instance, had introduced a series of welfare measures for workers much before it became mandatory by law. After India won independence in 1947, considerable changes happened in the personnel management approach of organizations. The post independence period encouraged a mixed economy as the growth model. Industrial organizations were broadly classified as the public sector (including the administrative arm of government) and the private sector. Public sector organizations were the largest employers and received huge investments. The Constitution of India had the objective of achieving a socialist society and various constitutional provisions supported protection to working class. Numerous legislations were introduced to protect workers. Along with industrialization, the trade union movement also grew in India. The rapid growth of trade unions also catalyzed the development of personnel systems. The workers became more aware about their rights and it was increasingly difficult to exploit them. In the 1970s and 1980s typical (Book ID B1132)
HRM functions in organization included: (1) Personnel and administration, (2) Industrial Relation, and (3) Labor welfare. The prescribed and assumed role was “crisis driven” or “issue driven”. This high level of union activism also led to the situation where the decision framework took a legal turn. The same period also saw the rise of managerial unionism, where non workers without formula union rights joined to form associations that acted as pressure groups. Managerial unions were able to exert an influence in the public sector and that called for attention to be given to managing the non worker staff also. Though not widespread, the industry was also open to adopting tools and techniques that could help improving efficiency and productivity. For examples, 1961, with the full cooperation from the trade union, the Indian Aluminum Company Ltd. Conducted a plant wide work study at its Alupuram, Kerala plant. This lead to defining the work output, staffing pattern, and productivity linked inventive scheme. The establishment of management training institutes and business schools like XLRI and the IIMs helped the industry to imbibe modern management principles and thought. It could be very well summarized that up the mid 80s human resources management in Indian organizations grew through various phases under the influence of the following factors: (1) A Philanthropic viewpoint about doing good to workers, (2) A legislative framework, (3) government policies, (4) Trade unions, (5) emerging trends / concepts in management and (6) Changes in the economy. By then, most organizations, business as well as non business had established separate departments to handle the personnel function, with senior level managers heading them. Professors Udai Pareek and T V Rao were among the pioneers who not only introduced the human resource development (HRD) concept in India but also assisted many organizations in designing development oriented HR systems. The have discussed the paradigm shift from traditional personnel function to the human resources system. The 1980s saw the large scale introduction of the developmental concept in Indian organizations. It was recognized by then that systematic attention to human resources was the only way to increase organizational effectiveness. This awareness created the stage for the direct involvement of top managers and line managers in the HRM process.
The Royal Commission on Labor set up from 1929 to 1931 to examine the situation recommended the appointment of labor officers and other changes.
This focus made an adequate number of employees available to the industry. Industrial organizations were broadly classified as the public sector (including the administrative arm of government) and the private sector. Conducted a plant wide work study at its Alupuram. 1961. had introduced a series of welfare measures for workers much before it became mandatory by law. with close links with political leaders like Mahatma Gandhi (the Textile Labor Association in Ahmedabad was founded in 1920). . The post independence period encouraged a mixed economy as the growth model. considerable changes happened in the personnel management approach of organizations. Numerous legislations were introduced to protect workers. This high level of union activism also led to the situation where the decision framework took a legal turn. Public sector organizations were the largest employers and received huge investments. Tata Steel in Jamshedpur. Kerala plant. At the same time there were progressive employers who on their own cared about the well being of the employees.The suggested changes led to the bringing in of standardization and that was the first step toward introducing personnel management. with the full cooperation from the trade union. the Indian Aluminum Company Ltd. staffing pattern. where non workers without formula union rights joined to form associations that acted as pressure groups. Managerial unions were able to exert an influence in the public sector and that called for attention to be given to managing the non worker staff also. The Constitution of India had the objective of achieving a socialist society and various constitutional provisions supported protection to working class. the trade union movement also grew in India. disciplined the “rural” and “less educated workers” and implemented various legislations and settled disputes. and productivity linked inventive scheme. for instance. After India won independence in 1947. the industry was also open to adopting tools and techniques that could help improving efficiency and productivity. Along with industrialization. also influenced the way industrial workers are managed. For examples. This lead to defining the work output. Formation of trade unions. In the 1970s and 1980s typical HRM functions in organization included: (1) Personnel and administration. The establishment of management training institutes and business schools like XLRI and the IIMs helped the industry to imbibe modern management principles and thought. The prescribed and assumed role was “crisis driven” or “issue driven”. Though not widespread. The same period also saw the rise of managerial unionism. The workers became more aware about their rights and it was increasingly difficult to exploit them. The rapid growth of trade unions also catalyzed the development of personnel systems. and (3) Labor welfare. (2) Industrial Relation.
(4) Trade unions. The name of the game today in business is personnel . most organizations. Indian organizations are also witnessing a change in systems. It was recognized by then that systematic attention to human resources was the only way to increase organizational effectiveness. . The 1980s saw the large scale introduction of the developmental concept in Indian organizations. Professors Udai Pareek and T V Rao were among the pioneers who not only introduced the human resource development (HRD) concept in India but also assisted many organizations in designing development oriented HR systems. This calls for future skill mapping through proper HRM initiatives. There is a need for multi skill development. Human resource management is a process of bringing people and organizations together so that the goals of each other are met. (5) emerging trends / concepts in management and (6) Changes in the economy. Over the years. more particularly on training. (3) government policies. Personnel directors are the new corporate heroes. Role of HRM is becoming all the more important. management cultures and philosophy due to the global alignment of Indian organizations. The role of HR manager is shifting from that of a protector and screener to the role of a planner and change agent. Nowadays it is not possible to show a good financial or operating report unless your personnel relations are in order. with senior level managers heading them. This awareness created the stage for the direct involvement of top managers and line managers in the HRM process. with renewed thrust on HR issues. Organizations now need to prepare themselves in order to address people centered issues with commitment from the top management. business as well as non business had established separate departments to handle the personnel function. highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. (2) A legislative framework. The have discussed the paradigm shift from traditional personnel function to the human resources system. By then. Some of the recent trends that are being observed are as follows: • The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations.It could be very well summarized that up the mid 80s human resources management in Indian organizations grew through various phases under the influence of the following factors: (1) A Philanthropic viewpoint about doing good to workers.
And the external factors are those factors which cannot be controlled by the organisation. Such organizational models also refocus on people centric issues and call for redefining the future role of HR professionals. the international pioneer in HR BPO already roped in Bank of America. Human resource outsourcing is a new accession that makes a traditional HR department redundant in an organization. especially in India. Six.• • • • Charles Handy also advocated future organizational models like Shamrock. Q. organizations are also required to work out a retention strategy for the existing skilled manpower. The internal forces or factors are the factors that can be controlled by the organisation. Federal and Triple I.2 What are the factors that impact recruitment in organizations? Answer : The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. international players BP Amoco & over the years plan to spread their business to most of the Fortune 500 companies. Therefore by creating an enabling culture. These practices improve organizational values and helps in creating defect free product or services at minimum cost.sigma uses rigorous analytical tools with leadership from the top and develops a method for sustainable improvement. Exult. organizations have introduced six. recruiting competent people is also increasingly becoming difficult.sigma practices. The internal and external forces affecting recruitment function of an organisation are: FACTORS AFFECTING RECRUITMENT . To leapfrog ahead of competition in this world of uncertainty. With the increase of global job mobility.
Labour Market Employment conditions in the community where the organization is .External Factors Affecting Recruitment The external forces are the forces which cannot be controlled by the organization. The major external forces are: 1. then the company will have to depend upon internal sources by providing them special training and development programs. SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process. 2. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company.
3.POLITICAL-SOCIAL-LEGALENVIRONMENT Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example. Government of India has introduced legislation for reservation in employment for scheduled castes. physically handicapped etc. even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.located will influence the recruiting efforts of the organization. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Also. If there is surplus of manpower at the time of recruitment. many a times the organizations have to change their recruitment policies according . scheduled tribes.IMAGE/GOODWILL Image of the employer can work as a potential constraint for recruitment. there is often oversupply of qualified labor which in turn leads to unemployment. Image of a company is based on what organization does and affected by industry. 4. When the company is not creating new jobs. 5. If the candidate can’t meet criteria stipulated by the union but union regulations can restrict recruitment sources. 6.COMPETITORS The recruitment policies of the competitors also effect the recruitment function of the organizations. This restricts management freedom to select those individuals who it believes would be the best performers. For example finance was taken up by fresher MBA’s when many finance companies were coming up. To face the competition. UNEMPLOYMENT RATE One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). trade unions play important role in recruitment.
the factors which can be controlled by the organisation are: 1. SIZE OF THE FIRM . HUMAN RESOURCE PLANNING Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. • Preferred sources of recruitment. It also helps in determining the number of employees to be recruited and what qualification they must possess. Internal Factors Affecting Recruitment The internal forces i. FACTORS AFFECTING RECRUITMENT POLICY •Organizational objectives • Personnel policies of the organization and its competitors. • Need of the organization. • Recruitment costs and financial implications.e. •Governments policies on reservations. 3. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.RECRUITMENT POLICY The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. 2.to the policies being followed by the competitors.
and by helping employees achieve their personal goals at UCSF and beyond.. and focused on the future. knowledgeable workforce with employees who are adaptive. therefore. you. In this partnership: The institution Ensures that policies and programs facilitate the continuing development of staff . flexible. 5. State the major career development activities found in the organizations? The challenges associated with the changing nature of work and the workplace environment are as real for the campus as elsewhere. As a manager. one of your key responsibilities is to develop your staff. organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. and the employee.. which will handle its operations...The size of the firm is an important factor in recruitment process. COST Recruitment incur cost to the employer. it will think of hiring more personnel. Rapid change requires a skilled. Q3. and opportunities for growth. The Philosophy of Human Resources Management states that you can: "Encourage growth and career development of employees by coaching. encouragement of staff development. GROWTH AND EXPANSION Organization will employ or think of employing more personnel if it is expanding it’s operations. If the organization is planning to increase its operations and expand its business. 4. [you can develop] human resources by providing adequate training." The campus recognizes that employee development requires a shared responsibility among the institution.
select training and development activities that match their career development objectives and job needs. stay informed of current policies and practices that support employee development. use development and training tool to tell employees about training and development opportunities on campus and to create an annual development plan. You are in a key position to provide valuable feedback and learning activities or resources. and motivation. works with you to identify training and development objectives Most employee development and training programs fall under the following categories: Management Development. employees may need encouragement and support in reviewing and re-assessing their goals and activities. creativity. dynamic process. working to their full potential and equipped to deal with the changing demands of the workplace. employees with higher morale. including job mastery and professional development.You Work with staff to: assess and provide feedback on their skills and interests. Career Development. career satisfaction. Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description. Since career development is an ongoing. Technical Training. Supervisory Skills Your support of training and development creates a "Win" for the employee and for your workplace. You will have: Employees with upgraded skills. coupled with career planning activities. follow up with employees after a learning activity to integrate new skills and knowledge into their responsibilities The employee Takes initiative to assess skills and interests and seek development activities that match needs. increased productivity and responsiveness in meeting departmental objectives Career Development Career development is the ongoing acquisition or refinement of skills and knowledge. Formal training and classes away from the . Basic Skills. Professional Skills. although they may indirectly improve job performance. Job mastery skills are those that are necessary to successfully perform one's job.
Therefore. internships. Hold supervisors in your department accountable for supporting employee development efforts. Support lateral moves within your organization. you can contribute significantly to your staff member's career development by supporting career development activities within your department. conduct an individual development plan and career discussion with employees and require other supervisors in your department to do the same. but adult learners also need to practice new skills. Support requests for alternate work schedules from staff members. coaching. such as job rotation. See staff members' applications for other positions as a healthy sign of a dynamic workplace.job are effective in providing new information. Annually. mentoring. Guiding Principles Your support for career development is important because: • • • • • • • • • Current information about the organization and future trends helps employees create more realistic career development goals Focus on skill development contributes to learning opportunities Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction A greater sense of responsibility for managing one's own career contributes to self-confidence Career planning and development clarifies the match between organizational and individual employee goals It's cost-effective to use your own staff talent to provide career development opportunities within your department Career development increases employee motivation and productivity Attention to career development helps you attract top staff and retain valued employees Supporting career development and growth of employees is mandated by the Philosophy of Human Resources Management How to Support Career Development • • • • • • • • • Refer to the catalog for the career development course listings. Create programs and activities to provide skill development. . and career strategy groups. Serve as a role model by participating in career and professional development opportunities yourself. Recognize that your role includes providing support and/or release time for staff members' development beyond their current jobs. cross-training.
and career development needs Relating current performance to future potential in realistic ways Using an individual development plan as a tool for continual feedback and development REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You can improve your referral agent skills by: • • • • Helping employees formulate development plans and consulting on strategies Providing opportunities for experience. interests. interests. candid way and relates this to potential opportunities. and visibility. You can improve your coaching by: • • • Encouraging two-way dialogue Showing employees how to identify their skills. Roles You Can Play COACH: Helps employees identify strengths. such as committees and task forces) Using personal resources who you know and what you know to create opportunities Assisting in seeking employees' placement lateral or vertical . weaknesses. and values by maintaining open. realities. exposure.• • Refer employees to the Staff Internship Program to explore opportunities to apply for career development internships or selfinitiate an internship in an area of special interest. weaknesses. You can improve your appraisal skills by: • • • • Providing frequent feedback in a way that fosters development Conducting performance appraisals that define strengths. Create job vacancy listings that allow for the most diverse applicant pool while honoring transferable skills. effective communication and ongoing encouragement. and resources to employees. and values Scheduling uninterrupted career development discussions ADVISOR: Provides organizational information. You can improve your advising by: • • • Helping employees develop realistic career goals based on your department's needs and their individual development plans Helping employees understand the current opportunities and limitations on the campus Advising employees on the feasibility of various career options APPRAISER: Evaluates employees' performance in an open.
internships. The overarching goal is a comprehensive curriculum for managers and supervisors to develop the necessary core competencies to become excellent leaders. Management development programs on campus give you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs on campus. Provide timely behavioral feedback on performance and discuss ways to improve and develop further. Guiding Principles Management development activities can: • • • • • Encourage growth and career development of employees as stated in the Philosophy of Human Resources Management Improve skills and knowledge that can be immediately applied at work Increase motivation and job satisfaction Create a network of colleagues for problem-solving and support Promote communication and planning throughout campus and department networks How to Support Management Development • • • • • • Model the behavior you are encouraging. and university degree and extension programs . Provide opportunities for your employees to develop through mentoring. committee and task force assignments. D&T's management development curriculum is changing. Expanding management core competencies will enable campus managers to keep pace with the demands of a changing organization. The Employee Relations Unit also provides training for managers and supervisors. don't neglect your own development. Discuss and create a development plan during the performance planning cycle. Discuss what the employee learned in classes and support integrating new ideas/methods. along with performance management tools. Endorse employees attending classes and activities that support development plans and goals. skill assessment programs. linking an individual's development to the goals of the job and the organization. cross-training.Management Development The management and leadership development process is flexible and continuous. professional associations. campus staff organizations.
Off-Site Training Training seminars or classes offered outside your company that are pertinent to staff development can help your employees hear ideas from an objective third-party trainer. Offering employee development activities creates a more versatile and prepared workforce to help move your company forward. writing on the Human Resource Executive Online website. Other developmental programs offer employees resources that they can use on their own to further their careers. but it also creates an on-the-job training environment. Your human resources group and departmental managers should be working constantly to identify ongoing company needs and use those needs to create career opportunities for your staff. Career Paths Training is an essential part of employee development. It can help to spur new ideas and help your company come up with creative solutions to ongoing issues. note Mark A. there are always new managers being developed who someday will guide the company's future. One obvious example is various kinds of training. It prevents the company from having to look outside the organization for management talent. Supervisor Contact Strengthening the working bond between employees and supervisors not only improves productivity.Employee development is the process of helping your employees acquire the skills they need to succeed. . but without a career path your employees do not have a plan for advancement within the company. Succession Training Succession training is when a company identifies employees with managerial or executive skills and works with the employees to develop those skills. When a company creates a succession training program. A dynamic approach to establishing career paths allows the company to benefit from the employee developmental activities that employees are offered. Supervisors who make it a point to spend time with employees each day offer advice and insight that is valuable to the career development of each staff member. The company can develop a program that sustains the corporate culture and makes sure the core values of the company are maintained when new managers take over. Royal and Rebecca Masson.
An intensified focus on training may be needed to develop added competencies to deal with change management. Change Management represent a particular challenge for personnel management staff. HR effectiveness measurement. industrial relations. Outsourcing. Leadership development. If health of the employees of an organization is sound. that the culture of the organization supports performance from within to gain market position. HR professionals have been questioned in the past regarding their business acumen. Utilizing metrics to determine effectiveness is the beginning of a shift from perceiving HR's role as purely ad administrative function to viewing the HR team as a true strategic partner within the organization.Q. retention and succession planning. retirement. HR professionals are expected to provide the essential frameworks. Measuring HR effectiveness is an interesting new top three focus for HR as it highlights the profession's need to meaure results . Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained. Health & Welfare of the employees is a big challenge. there is an evolving recognition that they can provide organizational value by measuring the effectiveness of the entire business organization. Leadership development also proves to be a big challenge HR professionals continue to wrestle with understanding the best ways to keep people in the pipeline and develop leaders for future succession planning. Legal/Regulatory compliance. HR technology selection & implementation. as this expertise has generally not been a consistent area of focus for training and development of HR professionals.4 what are the major problems faced in the benefits management? Answer : Health & Welfare. change management. Compensation has moved down the list of perceived challenges while organizational effectiveness is expected to play a larger role in the years to come. Employee rewards. The shift is significant as it represents movement from simply counting the numbers hired to dertermining the ROI of collective and . they are able to perform well. and that managers are equipped to take on leadership roles of the future so that the organization is viable in the long term.not only in terms of transaction management but also in terms of driving the business. Organizational effectiveness. Learning and development. Where HR departments have traditionally focused on measuring their own effectiveness. processes. Recruitment and availability of skilled local labour. compensation. M&A integration/restructuring. Staffing: mobility of employees. tools and points of view needed for the selection and development of future leaders.
the invention of new systems for human capital management and global competition. A positive corporate culture and a pleasant work environment are more important than money to most good employees. this new approach considers bad turnover and good turnover along with the overall cost of replacement hires. A valuable project is to identify the 2-3 greatest frustrations of your employees and your clients and devise ways to eliminate these irritations. Almost one-quarter hours worked in were devoted to a strategic business partner as a partner with senior and line mangers in strategy execution. Q. in one representative's words.5 Assume yourself as an HR manager of a publishing house. The attitude bogs down the efforts by the HR team." Looking forward. Motivating and keeping employees requires effective management practices and strong leadership skills. empowerment of local managers is seen as a priority issue. monitoring and evaluation a waste of time. "line managers think performance management. included and empowered to make decisions and act autonomously. presenting "the need to consider doing things differently in order to eliminate bottlenecks and red tape. Recognition and communication are among your key responsibilities as a manager. Going beyond measuring turnover. helping to move planning from the conference room the the market place. Bureaucracy can also be a problem. Another important challenge is time allocation. and provide as many extra benefits as possible. They also need to be part of a . A good operating system and adequate training are essential. job evaluation. You find that the morale of the employees is generally low. HR effectiveness present a challenge when. Of the total hours worked by HR Department what percent of the total time would be allocated to each of these roles. Your people need the proper tools and support to do the job. What steps would you take to improve the employee morale? Ans.individual hires on a long-term basis. Employment agreements are a must and should be reviewed by and explained to new hires. Screening new employment prospects to insure they fit in and buy into your culture will prevent future problems. Compensation is one of the top three issues including mergers & acquisitions. A performance-based compensation plan should be designed very carefully to ensure that your employees are encouraged to help build the business and are rewarded for their contributions. Employees should be trusted.
thoroughness. efficiency. concern for clients. frugality and long-term thinking. the company and themselves. loyalty. while also meeting your employees' personal objectives. your management and leadership skills and efforts will determine your success in providing an atmosphere where your employees will be motivated to be effective and will remain loyal to your company. teamwork. helping to generate office revenue growth. Additional commissions are paid for experience.S. salesmanship. Once the plan is established. Your compensation plan is an essential element of your ability to compete effectively. 10-20% as determined by management) of the increase in pretax profits over the prior year. Peoples Income Tax has a Fidelity 401k plan through its membership with the U. A profit sharing plan could be adopted for all employees to share in the profit pool in proportion to their annual earnings relative to total earnings of all employees. quality service. The behaviors and attitude your pay plan should encourage include honesty. Benefits Providing whatever benefits you can puts you in a better competitive position to attract and retain seasonal employees. and image and reputation. The profit pool could be some percentage (e. Compensation A performance-based compensation plan should be designed to encourage your employees to behave in ways that will result in attainment of the goals of your Company.harmonious team working for the mutual benefit of the clients. Company goals usually include growth. professional pride. it is difficult to make radical changes. Rewards should be commensurate with contributions. Peoples' compensation plan. accuracy. and attaining and maintaining professional. your base pay and earnings potential should be competitive within your industry (equal to or better than your main competitors for employees). courtesy. To attract desirable employees. efficiency. And they would enjoy being at a fun place to work! Ultimately. Chamber of . continuing professional education. The pay plan must be objective and fair to all employees.g. selfdirection. effectiveness. devised with these factors in mind. Establishing a sound compensation plan is one of the most important projects you will undertake. includes a competitive guaranteed wage as a draw against commissions for individual and office production. profitability.
and the company makes 3% contributions. like buying pizza for the staff of the office on the busiest days of the work week. Even if the employee pays the full premium. such as production. or gift certificates for merchandise or dinner.Commerce that permits all year-round and seasonal employees to participate. When possible. etc. such as tickets for movie rental or sports events. praise people publicly in meetings or employee newsletters. Giving something tangible makes a more lasting impression. Recognize your people frequently for their good work and they will repeat the performance frequently. Praising your best performers (the top 10-20%) will raise the bar for your weaker people. Praise must be sincere and should be distributed equitably. client retention rate. plaques and prizes and other than money. Group life and disability insurance and other benefits can be obtained through professional associations. Come up with contests to recognize your employees. Be creative! Recognition Numerous studies and surveys have documented the fact that money is not always the primary motivator for most employees. Group discounts for products and services are often extended to employees through professional associations and company membership in the local Chamber of Commerce. Give recognition certificates. as a small employer. Peoples also provides paid time off for its associates to volunteer for company approved charitable activities such as providing free tax service for welfare-to-work program participants and residents of homeless and battered women shelters. Reinforce the right behaviors. such as the most referrals for another service you offer. Peoples Income Tax. was able to become a member of the Virginia Credit Union. making all of Peoples' employees eligible for the benefits of credit union membership. or the most new clients brought in. Little perks. Be sure to give people credit and rewards for good ideas they come up with that benefit the company. The goal is to encourage behaviors that build your business and recognize your people for practicing those behaviors as often as possible. Be creative. Avoid saying "Great but." Look for key measures to recognize employees. help to make your employees appreciate their jobs. if warranted. Some of Peoples' seasonal tax associates who work part-time during the offseason providing client service and teaching an income tax school work enough hours to qualify for the company's group health insurance plan. . group rates tend to be lower than individual coverage.
Don't criticize employee' mistakes. If you criticize honest mistakes. your people will stop making decisions.Communication Lack of effective communication from management is usually the greatest cause for employee dissatisfaction and premature departure. Yet. The larger your organization becomes. If your people know that their voices are heard and they feel like they are part of the decision making process. and they make it easy for employees to tell them about problems and concerns. Provide training in resolving client problems and then trust them to make the right decisions. Give your people some time to think and plan by building in some slack through adequate staffing and by providing clerical support. Show your trust in your people and make them feel included by sharing with them financial and other company inside information. Failure is also OK. the more difficult it is to keep in touch with all of your employees. as the manager. especially if you have multiple offices. Nothing is more gratifying than to see your people develop the skills and confidence to act independently and to make sound decisions that are in the best interests of the company and your clients. Recognize that making decisions naturally results in making mistakes because no one is perfect. provide adequate information and provide examples for clarity. group and individual meetings and. Communication should include training. instead celebrate honest mistakes. and neither can replace face-to-face meetings. most important. E-mail is a good communication vehicle. Publishing employee newsletters is a good way for larger organizations to enhance communication. you must make the time to regularly talk with everyone. Leadership . Management can make much better decisions by getting input from frontline employees. The best managers listen to and communication frequently with all employees. they will be much happier. because it is a normal part of the road to success. Empowerment Engage your employees in decision-making. but the phone is more personal. Keep communication simple. An Intranet can also be an effective internal communication vehicle. give them the authority to act in the best interests of the company. daily discussions between you and your employees. loyal and more likely to support new ideas and programs.
Q. Here are ten basic keys: (1) Integrity: always tell the truth and always keep your promise. designate a key employee to assume this role. (8) Example: You must practice what you preach or you will have little credibility. (9) Teamwork: Insist on mutual respect. the buck stops with you! Trust your intuition. (6) Optimism: You must always be positive and confident that the company will succeed. Intuition draws upon your experience. Consensus is not always better than an individual decision. be able to communicate it to your people. (2) Trust: You must first demonstrate your trust in people by making yourself vulnerable before you can expect them to place their trust in you. Authority resides with the people who report to you and they have the power grant it to you or not. (5) Vision: To be a true leader. and get them to understand and share in your excitement for the vision. If you're not naturally good at getting people to have fun.Much has been written about leadership and you should take the time whenever the opportunity arises to read ideas on how to be a more effective leader. they can get burned out if the work environment is totally serious and strictly business. even if it hurts to do so.6 Explain the general procedures followed in the case of a disciplinary action. HavingFun People like to work in an environment that is enjoyable. (10) Authority: Remember that authority is not vested in your position as the boss. This fundamental attitude was crucial in shaping our nation and is also essential to build your company. Great companies like Southwest Airlines have come up with creative ways for employees to have fun. stored knowledge and information you may not even realize you have in your head. you must have an unfaltering vision. (3) Respect: If you really don't care about your people they will sense your lack of concern and will not have respect for you. particularly in a crisis situation. (4) Fairness: Treat all employees fairly and equally (including family members) regardless of your personal feelings. but you should also be realistic. courtesy and cooperation among your people. Remember. (7) Decisive: A leader must make decisions and stick with them as long as they make sense. Ans: Managing Discipline: .
punitive actions are avoided inspite of some perceived inconsistency that may exist among other workmen.In the modern management process. highly interpersonal in his relationships and get himself involved and should expect participation from others to achieve the organizational goals and bear in mind not to indulge in favoritism while taking appropriate actions. motivational patterns and personnel policies. persuation. the effectiveness in maintaining discipline is also possible through the process of leadership. It may not always be realistic. Likewise. Although there may be many norms fixed for desirable behavior wherever there are deviations. This is a time consuming process and conducive climates are not often restored. Promotion. only if some of the following conditions are fulfilled. Groups are used as influences and often made to act as catalysts to emulate norms of behavior. it would be a desirable course of action if only one employees his diagnostic . They are normally A shared culture Inculcation of positive attitudes Scope for problem solving and A feeling of satisfaction (1)Approaches to Deal with Indiscipline: This approach tends to emphasize the coercive and punitive methods that fall with in the legal-constitutional framework. discipline should be viewed as a behavioral modification process. maintenance and strengthening of discipline will be a continuing affair. (3) Humanistic Approach: It lays emphasis on a healthy inter personal relationship between the employer and employee. A leader has to exhibit mutuality of interaction. It follows the law of natural justice and provides the offender all possible opportunity to bring out his side of the case. of an organization. (2) Judicial Approach: This is only an after effect approach. Corrective steps are taken in helping the employees to get over their difficulties and to the extent possible. organizational goals have to be enhanced through adequate training. (4) Human Resources Development (HRP) Approach: Keeping in mind the Theory Y and its implications. To avoid displeasure among the employees while enforcing discipline. Appropriate corrective measures should also be taken for overall effectiveness.
promotion. either verbally or in writing and (III) it is related to policies. Nature and Causes of Grievance: In an organization a grievance may be presented by an employee or group employees. Recovery of dues 14.skills and intervention skills. Acting promotion 13. either by the union. Promotions 2. Compensation 5. The National Commission on labour (1969) for example defines grievance in the following way: “Complaints affecting one or more individual workers in respect of their wage payments. Fines 7. overtime. Leave 9. Condition of work. work assignment and discharge would constitude grievance. some amount of influence had to be exercised in order to create a congenial atmosphere. Superannuation 16. Payment 12. seniority. Nature of job 11. Managing Grievance: In a democratic set up any employee should be in a position to express his dissatisfaction. If such a grievance is transformed into a general claim.Amenities 3. In ‘Grievance Procedure. Suppression 17. A complaint turns into a grievance when (I) there is a feeling of injustice (II) expressing the feeling formally. leave. Where the points at dispute are general applicability or of considerable magnitude they will fall outside the scope of this procedure”. Increment 8. The international labour Organization (ILO). Disciplinary action 6. If a change is to be expected in an individuals behavior. a serious problem. Safety appliances 15. conditions of work and interpretation of service stipulation. or by a group of employees. whether it be a minor irritation. Victimisation and 19. or a difference of opinion in the work assignment or in the terms and conditions of employment. procedures and operations of the organization. clarifies a grievance as a compliant of one or more workers with respect to wages and allowances. Continuity of service 4. the conditions of employment of many workers. transfer. it’s classified in to 19 causes of employee grievances have been outlined. They are 1. A survey of practices in industries in India’. then the claim falls outside the scope of grievance procedure as it is a collective grievance and therefore it falls under collective bargaining. The feeling of discontent or dissatisfaction becomes a complaint when (a) it has not assumed (b) the matter has been presented in a highly informal way. covering such . Transfer 18. with respect to any measure or a situation that directly affects the individual or is likely to affect. Medical Benefits 10.
transfer.seniority.job assignment and termination of service .leave.areas as overtime.promotions.
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