ASSIGNMENT

Name S.AMEER ABBAS

Roll No. 520955311

Course MBA-Semester-1
HUMAN RESOURCE
Subject
MANAGEMENT
Subject
Code
MB0027-Set-1

1 Write a short note on Hawthorne Studies.

Ans. The Hawthorne effect describes a temporary change to behavior or
performance in response to a change in the environmental conditions, with
the response being typically an improvement. The term was coined in 1955
by Henry A. Landsberger when analyzing older experiments from 1924-1932
at the Hawthorne Works (outside Chicago). Landsberger defined the
Hawthorne effect as a short-term improvement caused by observing worker
performance

Earlier researchers had concluded the short-term improvement was

caused by teamwork when workers saw themselves as part of a study group
or team. Others have broadened the definition to mean that people's
behavior and performance change following any new or increased attention.
Hence, the term Hawthorne effect no longer has a specific definition

The Hawthorne studies have had a dramatic effect on management in

organizations and how people react to different situations. Although
illumination research of workplace lighting formed the basis of the Hawthorne
effect, other changes such as maintaining clean work stations, clearing floors
of obstacles, and even relocating workstations resulted in increased
productivity for short periods of time. Thus the term is used to identify any
type of short-lived increase in productivity. In short, people will be more
productive when appreciated or when watched.[

The term Hawthorne effect has been linked with numerous other terms,
including:

Epistemic feedback, systemic bias, implicit social cognition, and

continuous improvement.

Some more definitions of the Hawthorne effect, showing how differently it

can be defined:
  An experimental effect in the direction expected but not for the reason
expected; i.e., a significant positive effect that turns out to have no
causal basis in the theoretical motivation for the intervention, but is
apparently due to the effect on the participants of knowing themselves
to be studied in connection with the outcomes measured.
 The Hawthorne Effect is the confounding that occurs if experimenters
fail to realize how the consequences of subjects' performance affect
what subjects do
 People singled out for a study of any kind may improve their
performance or behavior, not because of any specific condition being
tested, but simply because of all the attention they receive
 People will respond positively to any novel change in work environment

In the light of the various critiques, we can see the Hawthorne effect at
several levels:
At the top level, it seems clear that in some cases there is a large
effect that experimenters did not anticipate, that is due to participants'
reactions to the experiment itself.

At a middle level the most important (though not the only) aspect of
this is how the participants interpret the situation. Interviewing them
(after the "experiment" part) would be the way to investigate this.
This is important because factory workers, students, and most experimental
participants are doing things at the request of the experimenter.

At the lowest level is the question of what the direct causal factors
might be.

These could include:

Material ones that are intended by the experimenter.
 Feedback that an experiment might make available to the
participants.
Changes to goals, motivation, and beliefs about action effects induced
by the experimental situation

2 .Trace the growth of Trade Union Movement from Factories Act 1881 to
Factories Act 1948.
Ans.

Trade unions are unique organisations whose role is variously

interpreted and understood by different interest groups in the society.
Traditionally trade unions role has been to protect jobs and real earnings,
secure better conditions of work and life and fight against exploitation and
arbitrariness to ensure fairness and equity in employment contexts. In the
wake of a long history of union movement and accumulated benefits under
collective agreements, a plethora of legislations and industrial jurisprudence,
growing literacy and awareness among the employees and the spread of a
variety of social institutions including consumer and public interest groups
the protective role must have undergone, a qualitative change. It can be said
that the protective role of trade unions remains in form, but varies in
substance.

There is a considerable debate on the purposes and role of trade

unions. The predominant view, however, is that the concerns of trade unions
extend beyond 'bread and butter' issues. Trade unions through industrial
action (such as protests and strikes) and political action (influencing
Government policy) establish minimum economic and legal conditions and
restrain abuse of labour wherever the labour is organised. Trade unions are
also seen as moral institutions, which will uplift the weak and downtrodden
and render them the place, the dignity and justice they deserve.

Growth of Indian trade union movement can be divided into three phases:
 The first phase falls between 1850 and 1900 during which the
inception of trade unions took place. During this period of the growth of
Indian Capitalist enterprises, the working and living conditions of the labour
were poor and their working hours were long. Capitalists were only interested
in their productivity and profitability. In addition to long working hours, their
wages were low and general economic conditions were poor in industries. In
order to regulate the working hours and other service conditions of the
Indian textile labourers, the Indian Factories Act was enacted in 1881. As a
result, employment of child labour was prohibited. Mr. N M Lokhande
organized people like rickshawalas etc., prepared a study report on their
working conditions and submitted it to the Factory Labour Commission. The
Indian Factory Act of 1881 was amended in 1891 due to his efforts. Guided
by educated philanthropists and social workers like Mr.Lokhande, the growth
of trade union movement was slow in this phase. Many strikes took place in
the two decades following 1880 in all industrial cities. These strikes taught
workers to understand the power of united action even though there was no
union in real terms. Small associations like Bombay Mill-Hands Association
came up.

The second phase of The Indian trade union movement falls between 1900
and 1947.This phase was characterized by the development of organized
trade unions and political movements of the working class. It also witnessed
the emergence of militant trade unionism. The First World War (1914-1918)
and the Russian revolution of 1917 gave a new turn to the Indian trade union
movement and organized efforts on part of the workers to form trade unions.
In 1918, B P Wadia organized trade union movements with Textile mills in
Madras. He served strike notice to them and workers appealed to Madras
High Court because under ‘Common Law’, strike is a breach of law. In 1919,
Mahatma Gandhi suggested to let individual struggle be a Mass movement.
In 1920, the First National Trade union organization (The All India Trade
Union Congress (AITUC)) was established. Many of the leaders of this
organization were leaders of the national Movement. In 1926, Trade union
law came up with the efforts of Mr. N N Joshi that became operative from
1927.

The third phase began with the emergence of independent India (in 1947),
and the Government sought the cooperation of the unions for planned
economic development. The working class movement was also politicized
along the lines of political parties. For instance Indian national trade Union
Congress (INTUC) is the trade union arm of the Congress Party. The AITUC is
the trade union arm of the Communist Party of India. Besides workers,
white-collar employees, supervisors and managers are also organized
by the trade unions, as for example in the Banking, Insurance and Petroleum
industries.

Chronology of imp. events:

• According to the Factory Act of 1881, the workers employed in the

factories were allowed a week-off and provisions were also made for
inspection as well as limiting the hours of work for women workers to
eleven per day.
• In 1890, the first labour organization designated as Bombay Mill
Hands Association were established. Subsequently,
• in 1905, the printer's union at Calcutta and
• in 1907, the Postal Union at Bombay were established.
• In 1981,the Madras Labour Union
• In 1922, the Indentured Labour System and Central Labour Board and
All Trade Union Congress
• In 1926, the Indian Trade Union Act( a landmark in history of
industrial relations)
• During Second World War, rapid growth in Trade Unionism
• Between 1939-40 and 1944-45 the no of registered trade unions
increased from 666 to 865
 • After second world war especially after the independence large scale
of expansion of the trade union movement
• During 1947-1960, employment rose by 2.8 times
• During 1960, 45 percent of the total industrial workforce was claimed
to be unionized
• Explicitly, during post-independence period, the activities of
Personnel Department in different public and private sectors have
multiplied
• According to the provisions of section 49 of the Factories Act 1948,it
become obligatory for the-employers to employee a Welfare Officer in
a factory employing 500 or more workers

3. Elaborate the HR planning System

Ans.

Human resource or manpower planning is defined as 'the process by

which a management determines how an organization should move from its
current manpower position to its desired manpower position. Through HR
planning, a management strives to have the right number and the right kind
of people at the right places, at the right time, to do things which result in
both the organization and the individual receiving the maximum long range
benefit".

Human resource Planning consists of a the following activities:.

a. Forecasting future manpower requirements.
b. Making an inventory
c. Anticipating manpower problems
d. Planning the necessary programmes of requirement.
Manpower planning consists in projecting future manpower
requirements and developing manpower plans for the implementation of the
projections.
Human Resource Planning System
A Human Resource System takes into consideration the following.
1. Objectives of Human Resource Planning: Human Resource Planning
fulfils individual, organizational and national goals. Its purpose is to relate
future human resources to future enterprise needs, so as to maximise the
future return on investment in human resources. The main purpose is one of
matching or fitting employee abilities to enterprise requirements, with an
emphasis on future instead of present arrangements.

2. Estimating the Future Organizational Structure or Forecasting the

Manpower Requirements: The management must estimate the structure
of the organization at a given point in time. For this estimate, the number
and type of employees needed have to be determined. Many environmental
factors affect this determination. They include business forecasts, expansion
and growth, design and structural changes, management philosophy,
government policy, product and human skills mix, and competition.

Forecasting is necessary for various reasons, such as:

1. The eventualities and contingencies of general economic business cycles
(such as inflation, wages, prices, costs and raw material supplies) have an
influence on the short-range and long-run plans of all organizations.
2. An expansion following enlargement and growth in business involves the
use of additional machinery and personnel, and a reallocation of facilities,
all of which call for advance planning of human resources.
3. Changes in management philosophies and leadership styles.
4. The use of mechanical technology (such as the introduction of automatic
controls, or the mechanization of materials handling functions)
necessitates changes in the skills of workers, as well as a change in the
number of employees needed.
5. Very often, changes in the quantity or quality of products or services
require a change in the organization structure. Plans have to be made for
this purpose as well.
3. Auditing Human Resources: Determination of present supply of
manpower resources is done through "Skills Inventory". A skills inventory
contains data about each employee's skills, abilities, work preferences and
other items of information which indicate his overall value to the company.
4. Job Analysis: records details of training, skills, qualification, abilities,
experience and responsibilities, etc., which are needed for a job. Job analysis
includes the preparation of job descriptions and job specifications. It is useful
in job analysis
5. Developing a Human Resource Plan: This step refers to the
development and implementation of the human resource plan, which consists
in finding out the sources of labour supply with a view to making an effective
use of these sources.

4.Discuss the Multiple Person Evaluation Methods.

Ans.

Multiple person Evaluation techniques are used for evaluating one

employee in comparison to another. Three such frequently used methods in
organization are – ranking, paired comparison and forced distribution.

Ranking method

This is a relatively easy method of performance evaluation. Under this

method, the ranking of an employee in a work group is done against that of
another employee. The relative position of each employee is tested in terms
of his numerical rank. It may also be done by ranking a person on his job
performance against another member of the competitive group. The
quintessence of this method is that employees are ranked according to their
levels of performance. While using this method, the evaluator is asked to
rate employees from highest to lowest on some overall criterion. Though it is
relatively easier to rank the best and the worst employees, it is very difficult
to rank the average employees. Generally, evaluators pick the top and
bottom employees first and then select the next highest and next lowest and
move towards the average (middle) employees. The longstanding limitations
of this method are:

 The ‘whole man’ is compared with another ‘whole man’ in this method.
In practice, it is very difficult to compare individuals possessing varied
behavioral traits.
 This method speaks only of the position where an employee stands in
his group. It does not tell anything about how much better or how
much worse an employee is when compared to another employee.
 When a large number of employees are working, ranking of individuals
becomes a toxicating issue.
 There is no systematic procedure for ranking individuals in the
organization. The ranking system does not eliminate the possibility of
snap judgments.

Paired comparison method

Ranking becomes more reliable and easier under the paired

comparison method. Each worker is compared with all other employees in
the group; for every trait the worker is compared with all other employees.
For several individual traits, paired comparisons are made, tabulated and
then rank is assigned to each worker. Though this method seems to be
logical, it is not applicable when a group is large. When the group becomes
too large, the number of comparisons to be made may become frighteningly
excessive.

Forced distribution method

 Under this system, the rater is asked to appraise the employee
according to a predetermined distribution scale. The rater’s bias is sought to
be eliminated here because workers are not placed at a higher or lower end
of the scale. Normally, the two criteria used here for rating are the job
performance and promotability. Further, a five point performance scale is
used without any mention of descriptive statements. Workers are placed
between the two extremes of ‘good’ and ‘bad’ performances.

One strong positive point in favor of the forced distribution method is

that by forcing the distribution according to predetermined percentages, the
problem of making use of different raters with different scales is avoided.
Further, this method is appreciated on the ground that it tends to eliminate
rater bias. The limitation of using this method in salary administration
however, is that it may result in low morale, low productivity and high
absenteeism. Employees who feel that they are productive, but find
themselves placed in a lower grade (than expected) feel frustrated and
exhibit, over a period of time, reluctance to work.

Other methods of appraising performance include: Group Appraisal, Human

Resource Accounting, Assessment Centre, Field Review, etc.

Group appraisal

In this method, an employee is appraised by a group of appraisers.

This group consists of the immediate supervisor of the employee, other
supervisors who have close contact with the employee’s work, manager or
head of the department and consultants. The head of the department or
manager may be the Chairman of the group and the immediate supervisor
may act as the Coordinator for the group activities. This group uses any one
of multiple techniques discussed earlier.
 This method eliminates ‘personal bias’ to a large extent, as
performance is evaluated by multiple rates. But it is a very time consuming
process.

Human resource accounting

HRA is a sophisticated way to measure (in financial terms) the

effectiveness of personnel management activities and the use of people in an
organization. It is the process of accounting for people as an organizational
resource. It tries to place a value on organizational human resources as
assets and not as expenses. The HRA process shows the investment the
organization makes in its people and how the value of these people changes
over time. In this method, employee performance is evaluated in terms of
costs and contributions of employees. Human resource costs include
expenditure incurred by the company in hiring, training, compensating and
developing people. The contributions of human resources is the money value
of labour productivity
This technique has not developed fully and is still in the transitionary stage.

Assessment centre

This method of appraising was first applied in German Army in 1930. Later
business and industrial houses started using this method. This is not a
technique of performance appraisal by itself. In fact it is a system or
organization, where assessment of several individuals is done by various
experts using various techniques. These techniques include the methods
discussed before in addition to in-basket, role playing, case studies,
simulation exercises, structured in sight, transactional analysis, etc.
Field Review Method

Where subjective performance measures are used, there is scope for

biases influencing the evaluation process. To avoid this, some employees use
the field review method. In this method a trained, skilled representative of
the HR department goes into the ‘field’ and assists line supervisors with their
ratings of their respective subordinates. The HR specialist requests from the
immediate supervisor specific information about the employees performance.
Based on this information, the expert prepares a report which is sent to the
supervisor for review, changes, approval and discussion with the employee
who is being rated. The ratings are done on standardized forms.

5.Write a note on different theories for Managing Compensation

Ans.

Managing a compensation program initially requires an understanding

of technical skills used by HR professionals: Job Analysis, Job Evaluation,
assessing pay grades, salary surveys, etc. These skills will be developed over
the term of this course. However, far more than a quantitative study or a
major expense to a bottom line, compensation management also requires
that professionals make difficult strategic-level choices that can have
tremendous impact on the livelihood of employees, a company’s culture or its
financial future.

Different theories of managing compensation are:

Subsistence theory: This theory, also known as ‘Iron Law of Wages’, was
propounded by David Ricardo (1772-1823). According to this theory, wages
tend to settle at a level just sufficient to maintain the workers and his family
at minimum subsistence levels. The theory applies only to backward
countries where labourers are extremely poor and are unable to get their
share from the employers.
Standard of living theory: This theory is a modified form of subsistence
theory. According to this theory, wages are determined not by subsistence
level but also by the standard of living to which a class of labourers become
habituated.
Residual claimant theory: Francis A. Walker(1840-1897) propounded this
theory. According to him, there were four factors of production/ business
activity viz., land, labour, capital and entrepreneurship. Wages represent the
amount of value created in the production which remains after payment has
been made for all these factors of production. In other words, labour is the
residual claimant.
The wage fund theory: According to this theory, after rent and raw
materials are paid for, a definite amount remains for labour. The total wage
fund and the number of workers determine the average worker’s share in the
form of wages.
Demand and supply theory: According to this theory, wages depend upon
the demand and supply of labour.
Marginal productivity theory: This is an improved form of demand and
supply theory. Wages are determined by the value of the net product of the
marginal unit of labour employed.
Purchasing power theory: According to this theory the prosperity,
productivity and progress of industry depend on there being sufficient
demand to ensure the sale of its products and pocketing of reasonable
profits. A large pact of the products of industry is consumed by workers and
their families and if wages are high m demand will be good. However, if
wages and the purchasing power of the workers are low, some of the goods
will remain unsold; output will go down which will result in unemployment.
The bargaining theory of wages: John Davidson propounded this theory.
According to him, wages are determined by the relative bargaining power of
workers or trade unions and of employers, When a trade union is involved,
basic wages, fringe benefits, job differentials and individual differences tend
to be determined by the relative strength of the organization and the trade
union.

Professionals who design and implement comprehensive direct and

indirect pay programs are often required to balance conflicting variables.
These variables include internal pressures for cost containment, the financial
interests of employees, external competition for talented employees,
executives’ roles in shaping organizational cultures, ethical
considerations, the role of government, and the influence of long-range
business plans.

6.Advantages and limitations of Job Evaluation Method.

Ans.

There are four basic methods of job evaluation: ranking method, job
grading method, point method and factor comparison method. Out of these,
first two methods are non-quantitative and also known as traditional, non
analytical or summary methods. The last two methods are quantitative, also
known as analytical methods, and use various quantitative techniques in
evaluating a job.

Ranking Method
In the ranking method, a whole job is compared with others and rank is
provided on the basis of this comparison.
Advantages:
Ranking method has certain facial merits. Some of these merits are as
follows:
1. The method is comparatively simple, easily understandable, and mostly
acceptable by labour unions. It is suitable for comparatively smaller
organisations which may not like to undertake more laborious exercises.
2. The method is less costly to undertake and maintain as compared to other
systems.
Limitations:
Since ranking method of job evaluation is qualitative and non-analytical.
it suffers from the following limitations:
1. Ranking method is judgmental and, therefore, it is affected by personal
preferences of job evaluators.
2. This method ranks various jobs in order of their relative worth. It does not
specify the real difference between two jobs.. For example, the exact
difference between job ranked at first and the job ranked at second cannot
be specified.

Grading Method
Job grading method also known as job classification method establishes
various grades for different categories of jobs
Advantages:
Grading system of job evaluation particularly in government jobs. is
quite popular as this has certain merits over the ranking method. These are
as follows:
1. It is quite simple to operate and understand as the relevant information
is provided by job analysis which serves other purposes too.
2. Job evaluation done on grading method makes wage and salary
determination easier as these are fixed in terms of various grades of
jobs.
Limitations:
This system of job evaluation suffers with the following limitations:
1. Job grade description is vague and personal biases may distort job
grading as the method is not based on any scientific analysis.
2. There are chances of employees' resistance when new clusters of jobs
are prepared. This is evident by the fad that government employees
agitate when recommendations of a new pay commission come.
Point Method
Point method of job evaluation is widely used in business organisations.
It is an analytical and quantitative method which determines the relative
Worth of a job on the basis of points allotted to each specific factor of a job.

Factor Comparison Method

This method, also known as key job method, was originally developed at
the Philadelphia Rapid Transit Company, USA by Eugene J.Benge in 1926 to
overcome two major problems faced in point method of job evaluation. viz.
determining the relative importance of factors and describing their degrees.
In this method, each factor of a job is compared with the same factor of the
Other jobs or the key job either defined or existing one.
Advantages:
The factor comparison method is more systematic and analytical as
compared to any other method and offers following merits:
1. It provides more accurate information about the relative worth of a job as
different comparable factors are compared with key jobs.
2. Since only limited number of factors relevant for the effective job
performance are compared, there are reduced chances of overlapping.
3. Since the evaluation is more systematic and analytical, its logic can be
accepted by trade unions and workers.
Limitations:
However, factor rating method has its own operational problems:
1. This method is quite costly and time consuming to install and difficult to
understand by those not fully conversant with job evaluation process.
2. If wage rates are adopted for making comparison. the system may
Become obsolete very soon as there may not be proportionate increase in
wages for all jobs.
3. This system considers only limited factors of job for comparison. This may
be a positive point so far as avoidance of duplication and simplicity of
procedure are concerned, but may ignore other factors which may be
important for the performance of the job.
 Name S.AMEER ABBAS

Roll No. 520955311

Course MBA-Semester-1
HUMAN RESOURCE
Subject
MANAGEMENT
Subject
Code
MB0027-Set-2
1 Mention and briefly explain different sources of recruitment
Ans.
Every organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organization itself (like transfer of
employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruitment
candidates from all the other sources (like outsourcing agencies etc.)
are known as the external sources of recruitment.

INTERNAL SOURCES:
1. TRANSFERS
The employees are transferred from one department to another
according to their efficiency and experience.
2. PROMOTIONS
 The employees are promoted from one department to another
with more benefits and greater responsibility based on efficiency
and experience.
3. Others are Upgrading and Demotion of present employees according to
their performance.
4. Retired and Retrenched employees may also be recruited once again in
case of shortage of qualified personnel or increase in load of work.
Recruitment such people save time and costs of the organizations as the
people are already aware of the organizational culture and the policies and
procedures.
5. The dependents and relatives of Deceased employees and disabled
employees are also done by many companies so that the members of the
family do not become dependent on the mercy of others.

EXTERNAL SOURCES:

1. PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers

and journals are a widely used source of recruitment. The main advantage of
this method is that it has a wide reach.
2. EDUCATIONAL INSTITUTES: Various management institutes, engineering
colleges, medical Colleges etc. are a good source of recruiting well qualified
executives, engineers, medical staff etc. They provide facilities for campus
interviews and placements. This source is known as Campus Recruitment.
3. PLACEMENT AGENCIES: Several private consultancy firms perform
recruitment functions on behalf of client companies by charging a fee. These
agencies are particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process Outsourcing)
4. EMPLOYMENT EXCHANGES: Government establishes public employment
exchanges throughout the country. These exchanges provide job information
to job seekers and help employers in identifying suitable candidates.
5. LABOUR CONTRACTORS: Manual workers can be recruited through
contractors who maintain close contacts with the sources of such workers.
This source is used to recruit labor for construction jobs.
6. UNSOLICITED APPLICANTS: Many job seekers visit the office of well-
known companies on their own. Such callers are considered nuisance to the
daily work routine of the enterprise. But can help in creating the talent pool
or the database of the probable candidates for the organization.
7. EMPLOYEE REFERRALS / RECOMMENDATIONS: Many organizations have
structured system where the current employees of the organization can refer
their friends and relatives for some position in their organization. Also, the
office bearers of trade unions are often aware of the suitability of candidates.
8. RECRUITMENT AT FACTORY GATE: Unskilled workers may be recruited at
the factory gate these may be employed whenever a permanent worker is
absent. More efficient among these may be recruited to fill permanent
vacancies.

2 Write a note on guided and unguided interview

Ans.
Morale can be measured by assessing attitudes and job satisfaction. As
it is intangible and subjective concept, it cannot be directly measured or
evaluated.

The most commonly used methods for measuring morale are:

1. The guided interview.

2. The unguided interview.

The Guided Interview:

The guided interview is based on the hypothesis that employees
answers to certain questions will reveal their attitudes. The questions
selected are presumed to be the ones that will call forth a true picture of how
the employees feel. This series of questions is usually rather large. The
interviewer seeks to direct the interview in such a manner as to secure the
answers that will reveal the desired information. The guided interview is a
useful method of investigating the morale of supervisors or other groups that
are small in comparison with the employees as a whole.
The Unguided Interview:
This technique for measuring morale is predicated upon the theory
that, if employees are placed in a position to talk freely, they will reveal a
true situation not so much by the exact thing complained of or discussed as
by the interviewer’s ability to relate what is said to basic causes. It is also
assumed that, if the employee himself is permitted to talk through a given
problem or work situation without special prompting or questioning by the
interviewer, he usually will become aware of the logic or lack of logic in the
situation and choose for himself the appropriate line of action. The method of
employee-attitude analysis is designed both to correct an unfavourable
situation and to secure information regarding the status of morale within the
group. Though it is an expensive method of measurement than the
questionnaire method, it not only provides a means of interpreting morale
but at the same time is used to build morale.
Combination on the Guided and Unguided Interview:

To combines the two methods, the interviewer may start with the
guided interview, which should be not too long or cover too much territory.
The interviewer is then invited to discuss any subject that he may like to talk
about. During the guided interview some persons tend to bring in material
that has no special significance in relation to the information sought. The
interviewer should observe such instances and encourage the interviewee
should observe such instances and encourage the interviewee to follow up
these leads during the unguided position of the interview. As a matter of fact,
few guided interviews are strictly kept on the detailed subjects laid out in the
formal programme and a conscious effort has to be put forth to get the most
out of the unguided phases of the interview.
3 Discuss the techniques to motivate employees.
Ans.
Motivated employees make fewer mistakes, have higher productivity,
and tend to remain with a company. Motivating employees is an element of
performance management. It is accomplished through several important
performance management strategies:

Motivation techniques can be summarized are as follows:

• Providing the information and tools employees need to do their jobs

successfully:
Make sure employees are oriented to the organization, the
department, and their jobs. Make sure they know how to access information
and resources they need.
• Providing regular feedback:
Feedback should be constructive and timely. Constructive feedback
refers to a specific incident or to specific outcomes.
• Recognizing employees:
Ask employees what motivates them. Customize rewards and
recognition based on an employee’s needs and interests. When recognizing
an employee, make sure you refer to a specific incident.
• Sharing your expectations for employees:
Clarify the role each employee plays in the department. Make sure you
outline your expectations for success.
• Making it easy for employees to openly communicate with you:
Create an environment in meetings in which employees feel
comfortable expressing their needs. Make yourself accessible and visible to
all employees.
• Being truthful with employees:
Give them good and bad information in a straightforward manner. If you do
not, they may view your communication as unauthentic.
• Involving employees in decisions that affect their jobs:
Provide them with opportunities to share what they need in order to be
successful at their jobs. Whenever possible, include a representative staff
member in major planning projects or initiatives. Encourage employees to fill
out the employee opinion survey and then discuss the summary results with
employees to solicit ideas for improvement.

4 Explain in detail the disciplinary –Action Penalties.

Ans.
The determination of which penalty to impose in a particular situation
requires the application of responsible judgment. Disciplinary action taken
is based on the conclusions that there is sufficient evidence available to
support the reason(s) for action and that the disciplinary action is warranted
and reasonable in terms of the circumstances which prompted it.

There are varying penalties for first, second, and third offences of the same
rule. Among the penalties available in business are:
1. Oral reprimand
2. Written reprimand
3. Loss of privileges
4. Fines
5. Lay off
6. Demotion
7. Discharge
The penalties are listed in the general order of severity, from mild to severe.
For most cases, an oral reprimand is sufficient to achieve the desired result.
The supervisor must know his or her personnel in determining how to give a
reprimand. For one person, a severe "chewing out" may be necessary in
order to get attention and co-operation; another person may require only a
casual mention of a deficiency. If the offence is more serious, the reprimand
may be put in written form. Since a written reprimand is more permanent
than an oral one, it is considered a more severe penalty.
For such offences as tardiness or leaving work without permission, fines or
loss of various privileges can be used. The fines usually have some
relationship to the work time actually lost. The loss of privileges includes
such items as good job assignments, right to select machine or other
equipment, and freedom of movement about the workplace or company. The
more severe penalties of layoff, demotion, and discharge are usually outside
the grant of authority to the immediate supervisor. Disciplinary layoffs can
vary in severity from one to several days' loss of work without pay. The use
of demotions as a penalty is highly questionable. If the employee is properly
qualified for the present assignment, he or she will be improperly placed on a
lower job. Discharge is the most severe penalty that a business organization
can give and constitutes "industrial capital punishment".

5.Explain the importance of grievance handling

Ans.
At one or other stage of the grievance procedure, the dispute must be
handled by some member of management. In the solution of a problem, the
greater burden rests on management. The clearest opportunity for
settlement is found at the first stage, before the grievance has left the
jurisdiction of the supervisor. For this reason, many firms have specifically
trained their supervisors as to how to handle a grievance or complaint
properly. The
dispute or grievance constitutes a managerial problem and the scientific
method is usually most productive in arriving at a satisfactory solution.

The following directions help in handling grievance:

1.Receive and define the nature of the dissatisfaction:
The manner and attitude with which the supervisor receives the
complaint of grievance is important. As a principle applicable to this step, the
supervisor should assume that the employee is fair in presenting the
complaint or grievance. Statements should not be prejudged on the basis of
past experience with this or other employees. The supervisor should not be
too busy to listen and should not give an impression of condescension in
doing so. Thus supervisors who were nearly task oriented, as contrasted with
people oriented, tended to experience a significantly greater number of
grievances being filed in their units.

2. Get the facts:

In gathering facts, one quickly becomes aware of the importance of
keeping proper records such as performance ratings, job ratings, attending
records, and suggestions. In addition, with the increasingly legalistic bent
that is characteristic of modern labour management relations, the supervisor
is wise to keep records on each particular grievance. It is also important
that the supervisor possesses and exercise some skill in interview
conference, and discussion.

3. Analyze and divide:

With the problem defined and the facts in hand, the manager must
now analyze and evaluate them, and them come to some decision. There is
usually more than one possible solution. The manager must also be aware
that the decision may constitute a precedent within the department as
well as the company.

4. Apply the answer:

Though the solution decided upon by the superior is adverse to the
employee, some answer is better than none. Employees dislike supervisors
who will take no stand, good or bad. In the event of an appeal beyond this
stage of the procedure, the manager must have the decision and the reasons
for his decisions should be properly recorded.

5. Follow up:
The objective of the grievance procedure is to resolve a disagreement
between an employee and the organization. Discussion and conference are
important to this process. The purpose of its follow up phase is to determine
whether the clash of interest has been resolved. If follow up reveals that the
case has been handled unsatisfactorily or that the wrong grievance has been
processed, then redefinition of the problem, further fact finding, analysis,
solution and follow up are required.

Among the common errors of management encountered in the processing of

grievances are:
1. Stopping too soon in the search of facts.
2. Expressing a management opinion prior to the time when all pertinent
facts have been discovered.
3. Failing to maintain proper records.
4. Resorting to executive fiat or orders instead of discussion and conference
to change minds.
5. Setting the wrong grievance mistake which may in turn produce a second
new grievance. Follow up is the step in the procedure that tells us when a
mistake in handling has been made.

6 Explain Managerial grid in detail.

Ans.

The managerial grid model (1964) is a behavioral leadership model

developed by Robert Blake and Jane Mouton. This model originally identified
five different leadership styles based on the concern for people and the
concern for production. The optimal leadership style in this model is based on
Theory Y.

The grid theory has continued to evolve and develop. Robert Blake
updated it.The theory was updated with two additional leadership styles and
with a new element, resilience.
The Managerial grid
Blake and Mouton developed a two – dimensional matrix of leadership
styles.
The model consists of nine rows and columns.
The rows represent the leader’s concern for production, while the
columns represent the concern for people.
The model is represented as a grid with concern for production as the
X-axis and concern for people as the Y-axis; each axis ranges from 1 (Low)
to 9 (High).
With nine possible positions on each side, leaders can be located at
one of a total of 81 position on this grid. Blake and Mouton found five
intersection points in this model – 1,9; 1,1; 9,1; 5,5 and 9,9. People whose
behavior falls into the 1,1 cell on the grid, called the impoverished style of
leadership, exhibit no concern for people or for work. Hence, they often fail
as leaders. People who follow the 1,9 style of leadership have high
concern for people but low concern for production. This is referred to as the
country club style of leadership. People who exhibit the 9,1 style of
leadership have high concern for production and low concern for people
This is referred to as authoritarian style of leadership. People whose
leadership style fall into the 9,9 cell show high concern for both people and
production. This position on the grid is referred to as team management style
of leadership.

Blake and Mouton suggested that managers who practice a 9.9 style
(team management) of leadership are more effective compared to the 9.1
style (authoritarian), or the 1,9 style (country club type). Leaders whose
behavior falls into the 5,5 style are also considered to be fairly effective