CHAPTER: 3

CONCEPTUAL DISCUSSION…………………………
(27-52)
3.1 HRD MECHANISMS WITH DIFFERENT FOCUS AND
PURPOSE
3.2 TRAINING AND DEVELOPMENT
3.3 NEED OF THE TRAINING
3.4 TRAINING PROCESS
3.5 PRINCIPLES OF TRAINING
 CHAPTER. 3

CONCEPTUAL DISCUSSION

HRD mechanisms with different focus and purpose

Three broad areas in which training may be imparted are technicalbehavioral and conceptual. It
is commonly believed that the rank and file workersneed training in the technical area only.
Training in other two areas is not veryuseful for them. But recent experiences of many Indian
Companies, have shownthat behavioral training to workers produces several useful results such
as

1)improvement in workers behavior with their superior and peers.

2) Developmentof “we” feeling instead of “I”.

3) Decrease in the habit of hiding one’s ownmistakes and highlighting others’ mistakes.

4) Increased interest in suggestionscheme.

5) Increased awareness of family needs and more interest in family affairs.

Significance of HRD activities

The significance of HRD arises from the basic principle that, peopleconstitute the active
resources of every organization, indeed of every nation whoreally determine the efficiency of
utilization of all other sources- physical andfinancial. Given the premises that the measure of
growth of an organizationdepends upon the “thrust drag” ratio, the ratio of the force of the
thrust that theorganization makes in moving forward and the force of the drag that pulls
theorganization backwards-it is easy to establish that with all their capabilities andpotentials,
the human resources have a key role to play in shaping an organizationand improving its thrust-
drag ratio.

The HRD activities are also important because –

i) It helps in the integrated growth of workers.

ii) It helps workers to know their strength and weaknesses and enable them to

improve their performance and that of organizations.

With liberalization of the Indian economy, changes are taking place in thecorporate sector.
There is a pressure on Indian industry to produce qualityproducts and provide quality services.
With increased competition, there is a needto become cost effective and efficient. There is also
a need to improvetechnologies both in manufacturing and services. Organizations therefore,
have to upgrade their work methods, work norms, technical and managerial skills andworkers
motivation to face the challenges of globalization. This can be achievedby ‘training programme’
under HRD activities.

HRD is basically a human process. Every organization consists of man,material, machines or

infrastructure and many of all these factors human beingsare of special category not only
because they have their own needs, ideas, feelings,hopes, aspirations, but also because they
are the prime movers behind the otherfactors. ‘People are human resource and hence valuable
to the organization’.

Unlike other resource, human resource requires human touch. They are important
contributors to the achievement of organizational goals. People as assetshave unlimited
potential. It is only important to tap this potential and invest forincreasing this resource to yield
rich harvest. The whole process of HRDoriginates in the appreciation of the basic tenets by the
top management and theircommitment to the cause. However the true test of organization lies
in the bottommost layer of the organization or on the shopfloor. The core concept is
concernedwith the development of human beings who are not sitting in the board room, buttoil
down the assembly line contributing to the bottom line of the concern with the sweat of their
brow. At the shopfloor level the focus of the organizations is to increase the productivity,
commitment and consequential motivation level of the worker. The development of the
organization is inexorably intertwined with thedevelopment of the workers. In other words,
HRD is pursuing excellence ofpeople through enhancing knowledge, skill, attitudes and thereby
seekingcommitted and motivated resources for their intense participation. HRD
activities,therefore plays vital role in creating an atmosphere for sustained high quality.HRD
activities are essential and significant for any growth oriented and dynamicorganization which
wants to succeed in a fast changing and competitiveenvironment. It is the efforts and
competency of human resources that make theorganizations dynamic and grow at a rapid rate.

Personnel policies can keep the morale and motivation of worker in anorganization high; but
the HRD systems enable the worker to continuouslyacquire, sharpen and use their capabilities
to create an organizational climatewhich ultimately steers the organization to success.

Japanese management emphasizes the importance of human resources notbecause of a

particularly strong humanistic orientation but rather because this hasbeen the only possible
way to make Japanese industries competitive in the worldmarkets. The successful performance
of Japanese management, production andother system depends on the effectiveness of its
human resources and developmentof human resource.7

As stated earlier, HRD is needed to develop competencies. No organizationcan survive, let

alone make a mark, if its workers are not competent in terms ofknowledge, skills and attitudes.
With liberalization of the Indian economy manychanges are taking place in the corporate world.
Many public sector enterprises arebeing sold to private sectors; there is increase in work load,
ban on newrecruitment retrenchment of workers, imposition of voluntary retirement,
schemesand so on. There is a pressure on the Indian industry to perform - produce
qualitygoods and provide quality services. With increased competition; there is need tobecome
cost effective and upgrade work methods, work norms, technical andmanagerial skills and
workers motivation to face up to new challenges. Therefore,development of human resource is
essential for many industrial organizationwhich wants to grow.

In India many industrial organizations grew up with a set of implicitunstated values; largely
enshrines in the working style of the entrepreneur. Thissituation in some extreme case made
the people feel that they were being treatedas passengers in the progress of the organization a
feeling of resentment grew andindustrial unrest resulted.
Essential Factors for the success of HRD programmes
HRD is needed to develop competencies. No organization can survive, letalone make a mark, if
its workers are not competent in terms of knowledge, skills and attitudes. With liberalization of
the Indian economy many changes are taking place in the corporate sector.

HRD activities will have to play a very crucial role if the following changes, which are sweeping
through industry, are to prove successful.

Significance of training
Training has become more of a perk and less of a ‘competency- building’instrument. In recent
years with increased emphasis on cost cutting, customerservice and efficient management of all
system, there is a need for more training toachieve these goals, while on the one hand the
deterioration of training functionhas been recognized. On the other hand, the need for good
training for all workersis being recognized in the environment, particularly the need to train
theworkforce and all the workers in addition to the managers has also beenrecognized.
Organizations are likely to get higher return on their investments intraining if they move in the
direction of skill development programmes.

In Indian industry the training inputs have concentrated largely onmanagerial personnel.
The vast and vital backbone of the organization namelyworkforce has been ignored many
times. Training for them only means technicalor trade skill. Attitudinal part of training has been
ignored. Actually, it goes handin hand with; to ensure total employee effectiveness. In fact,
attitudinal part oftraining gives job- satisfaction and it will create a sense of belonging and
workculture. Building of new work culture for today’s globalization era will be themost urgent,
important and long drawn affair. The challenge of HRD would be to create an environment of
resilience; which can accommodate and assimilatesuccessfully, changes in systems structures,
technology methods etc. people’steam and collectivities would have to describe the right
meaning to the changeprocess .

An organization’s success is determined as much by the skill andmotivation of its workers as

by almost any other factor. While this has alwaysbeen true, the pace and volume of modern
change is focusing attention on ways oftraining through HRD activities, can be used to ensures
organizational membershave what it takes to successfully meet their challenges.

Today, every organization is for Total Quality Management (TQM). Thereis a tremendous race
to achieve ISO certification. Terminologies like TQM,productivity improvement, and kaizen have
become watchwords of the businessand industrial organizations. To face the new challenges of
globalization,managers and workers understand the value of training. Training practices
wouldobviously envisage and all round training and development of personality of theworkers.
In the absence of adequate training and development efforts, there may by frustration,
dissatisfaction towards job and apathy among the workforce, thus,training practices at
shopfloor level is very important for the purpose of workersinvolvement. Training activities at
shopfloor level should gear up to bring aboutchanges in attitudes of workers and not merely try
to improve their skills.

Training should be given to all workers in the company. Management mustbe willing to provide
“space” for workers to participate and contribute channels ofcommunication. Free
communication removes the hurdles in the grievancehandling procedure. It will be effective
and quick. To achieve workers’involvement, it is necessary that the management style puts a
strong focus on the“human side”. An open environment provides opportunity to the workers to
contribute and develop a sense of pride. There is a need for a “Nurturing” style to faster team
work and respect for every member.

The role of training activities through HRD programmes in today’s industrial

world.
No organization has a choice of whether to train its employees or not,the only choice is that of
methods. The primary concern of an organization isits viability, and hence its efficiency. There is
continuous environmentalpressure for efficiency, and if the organization does not respond to
thispressure, it may find it self rapidly losing whatever share of market it has.Training imparts
skills and Knowledge to employees in order that theycontribute to the organization’s efficiency
and be able to cape up with thepressures of changing environment. The Viability of an
Organizationdepends to a considerable extent on the skills of different employees,especially
that of management cadre, to relate the organization with its environment.

Bass has identified three factors which necessitate continuous trainingin an organization. These
factors are technological advances, organizationalcomplexity, and human relation. All these
factors are related to each other.

The training can play the following roles in an organization.

1) Increase in efficiency : Training plays active role in increasing efficiency ofemployees in an

organization. Training increases skills for doing a job in betterway. Through an employee can
leam many better if he learns how to do thejob. This becomes more important especially in the
context of changingtechnology because the old method of working may not be relevant. In such
acase, training is required even to maintain minimum level of output.

2) Increase in Morale of Employees: Training increases morale of employees.Morale is a

mental condition of an individual group which determines thewillingness to co-operate. High
morale is evidenced by employee enthusiasm,voluntary conformation with regulations, and
willingness to co-operate withothers to achieve organizational objectives. Training increases
employee moraleby relating their skills with their job requirements. Possession of skills
necessary to perform a job well often tends to meet such human needs as security and ego
satisfaction. Trained employees can see the jobs in more meaningful way because they are to
relate their skills with jobs.

3) Reduced Supervision: Trained employees require has supervision. They requiremore

autonomy and freedom. Such autonomy and freedom can be given if theemployees are trained
properly to handle their jobs with out the help ofsupervision. With reduced supervision, a
manager can increase his span of management. This may result in to lesser number of
intermediate levels in the organization which can save much cost to the organization.

4) Increased Organizational Viability and Flexibility: Viability relates to survival ofthe

organization during bad days, and flexibility relates to sustain its effectivenessdespite the loss of
its key personnel and making short-term adjustment with theexisting personnel. Such
adjustment is possible if the organization has traineepeople who can occupy the positions
vacated by key personnel. The organizationwhich does not prepare a second line of personnel
who can ultimately take thecharge of key personnel may not be quite successful in the absence
of such keypersonnel for whatever the reason. In fact, there is no greater organizational
assetthan trained and motivated personnel, because these people can turn the otherassets in
to productive whole.

Training is a continuous process and comprehensive system by itself. Asstated earlier, of all the
factors of production, man has the highest priority and isthe most significant factor of
production and plays a pivotal role in areas ofproductivity and quality. If we think deeply over
the meaning of term,“manpower” or “human resources,” it is obvious that man is an individual
humanbeing distinguishable physiologically. He possesses a highly developed mind, akeen and
perceptive intellect and exalted soul. The word ‘manpower’ combinesthe words ‘man’ and
‘power’, which refers to the power-physical, mental,intellectual and spiritual inherent in
him.Progressive organizations know that change due to globalization isinevitable and must be
managed effectively and creatively. Thus, manyorganizations are making efforts to remain
flexible in order to accommodatechange. New principles of personnel management/
development are therefore,turning towards shared vision, building teams, internal customer
orientation etc.Industrial sector is changing with the dramatic changes in technology,
productionprocess and quality of products. This is turn calls for simultaneous changes in
theskills, responsibilities, and attitudes of the workers. This necessitates training toworkers
through HRD programmes.

Survival and success of any industrial organization depends on its people.HRD through training
deals with human aspect. Human resource is important inimproving the productivity and
productivity depends upon the quality theworkforce and quality of workforce depends upon
the achievement, orientation,motivation, participatory abilities professional skills,
organizational commitment,responsiveness to change etc. following factors play an important
role in upgrading the quality of human resource and bringing about desired productive
behavior in the workforce i.e.

1) knowledge

2) skills

3) work attitude and behavior

4) opportunities. Here training activities through HRD programmes assumes

importance.

Improvement in man power productivity depends upon the managementand management

should look to these above stated factors. Thus, empoweringpeople is the key to success of
business, through systematic and planned trainingactivities at shopfloor level. Many industrial
organizations are spending substantialamount of money and time and efforts on training
activities to upgrade the qualityof workforce of shopfloor.15 Training activities are playing
pivotal role andfunctions in creating healthy receptive and motivated climate for work. For this
purpose on integrated approach is needed at organizational level to improve quality of people
and product. This necessitates planning through involvement of people at all levels and
strengthening every link chain from board level to shopfloor level of organization for its survival
and success. HRD is introducing different concepts, tools to achieve its objectives as training
and development, counseling, quality circles, Kaizen, Total Quality Management etc.

As we know, in changing scenario of liberalization of Indian economy training activities through

HRD programmes has to play very significant role. On one hand interdependence among
countries is increasing and on the other hand many countries all over the world have to face
the competition because of globalization. Rapidly growing global industrialization demanded
newer skills, trained employees and it is the knowledge, and training that made it possible for
men to acquire the skills in various trades appropriate to the industry. HRD is therefore a field
of knowledge that deals with all those aspects of human beings as are concerned with his
creative ability. In simple terms the fundamental concern of any HRD effort is to get the best
out of the people in any given situation, in any given organization, be it the state, the defense,
the public sector organizations, the private sector organizations or any other form of
organization.

In the past, people and personnel were seen as expenses that must beminimized and
controlled. In the context of emerging human resource modelsworkers have to be viewed as
assets that require investment.Here, it is necessary to know about the new environment
created by HRD;

which calls for –

1) workers participation in progress.

2) Job boundaries to go,

3)Holistic approach inwork.

4) skill boundaries to go

5) Exposure to potentials

6)Flexibility in management operations

7) Better knowledge levels

8) team work and better adoptability.

The role of ‘training’ through HRD programmes in meeting the above stated factors are
examined below

1) Workers Participation in progress:

This concept calls for not only attitudinal changes of workers, but also ofmanagement and
unions. Since last four-five decades much has been talkedabout workers participation in
management but very little has happened. Infact, this will become the emphasis of business
particularly because there couldbe no difference causing strife, if industries were to survive
strict competition.

In fact, it will be to our advantage if this concept is encourage, so that, in casethe foreign
partners chose to leave at any time, the industrial organizationscould survive. In fact, the
emphasis on workers contribution to organizationswithout restriction of roles and departments
is encouraged trough the training of Total Quality Management (TQM)

2) Job Boundaries to go:

Need of flexible manufacturing system is realized now by Indian industries.Because, then the
process could be modified to match the environmental needsand market pressure. Hence,
many Indian industrial organizations have startedto redefine the job boundaries, newer
organizations talk of skilled workers, and skilled position with reference to machine. There is
need to train the workers about it. Such method could be to identify new areas of operation,
Secondly to develop the vision of the workers for genuine growth of the organization and of
him.

3) Holistic approach in work:

Here, the realization of each individual worker about his contribution to the organizations
success is important. It has been proved that, this is one of the best motivational tools. Here,
through training, efforts will be to make workers aware of total organization, its goals the
prospects and problems periodically and to ensure a great degree of openness and
transparency of operations.17

4) Skill boundaries to go:

It is here that, maximum resistance will be faced. The skill boundary practiced for ages by us
can not go over night, while one can integrate related trades and provide special training to the
workers to accept the job in related areas; at least in case of new workers proper job name
could be given. If the fight between specialization versus integration of skills, it is now being
realized that a person of greater advantages, same organizations have prescribed for
promotions to higher grades a need of the worker to have expose of more than one or two skill
areas.

5) Exposure of Potentials:
This is the most fundamental principle of the ‘training’. Here, the efforts of the HR manager will
be to – unshackle the minds of the workers and make them to know the total processes and
problems and also make them realize and come out with their full potential as over a long
period of limited working, they could be thinking of their ability to be limited. Many
organizations today are utilizing these tools to coping with globalization.

6) Flexibility in management operations;

This is essential in order to survive in competition. To achieve this, one rout is to encourage
workers through training to come out with suitable suggestions for changes. Again by bringing a
lot more transparency and clarifying the intention of the changes, organizations could be
flexible.

7) Better knowledge level:

Most organizations today understand that better knowledge level of workers is an assets and
not liability contrary to the belief of the past. A number of Organization base embarked on
specifically designed in-house programmes for training of workers not only about the
organization, but also to make them more knowledgeable.

8) Team work and adaptability:

An effective tool to achieve this is a well planned job rotation and training activities in the
organization, as compared to older organizations where people continue on some job machines
for life time.

Training and Development

“Man always learn, he must always be a student”. This particular advice opens deep spheres of
thinking in the minds of people who are really keen to learn. Perhaps what is hidden in the
advice is the incompleteness in each one of us. If man wants to be complete one, the gap has to
be filled in between ‘what he is’ and ‘what he wants to be’, this is achieved through Training.
Training
Training refers to a planned effort by a company to facilitate employees’learning of job-related
competencies. These competencies include knowledge,skills, or behavior that are critical for
successful performance. The goal of trainingis for employees to master the knowledge, skills,
and behaviors emphasized intraining programs and to apply them to their day-to- day activities.

A training need is the gap between the knowledge, skill and attitude thatthe job demands, and
the knowledge, skills and attitudes already possessed by thetrainee. It exists at all levels of the
organizations. It is only an employee on one orthe other aspect which changes whether one is
growing a new chairman or asinstructing an operator, given knowledge skill and attitudes or the
chosen criteriaaround which all jobs based in the assessment of training needs. It is possible
toover stress the need for overall view if the company s aims, objectives and man power needs,
given the exercise that determines the priorities for implementing

training which can off course be critical.

There are three major area in which the staff displays such gaps asknowledge skills and attitude
that the job demands and the knowledge, skills and attitudes already possessed.

1) To match the employee specifications with the job requirements and organizational needs:
when their performance in their present position does not match up with the required
standards this could not be a fault of their own E.g.:-new job.

2) Organizational viability and the transformation process when the requirement of job changes
due to changing circumstances

3) When the present job Indus job holder to the change the job created which can be filled up
only through training.

4) Technological advancement: even organization in order to survive and to be effective should

adopt the latest technology like mechanization, computerization, and automation

5) Organizational complexity: with the emergency of increased mechanization, and automation,

manufacturing of multiple product or dealing in services diversified lines, extension of
operation to various reason of the country or in overseas countries organization of the most
companies have become complex. This leads to growth in number & kinds of employees and
layer in organization hierarchy. This creates the complex problem of coordination and
integration of activities adaptable for and adaptable to the expanding and diversifying
situations.
6) Human relations: - the trends in approach towards personnel management has changed
from the commodity approach to partnership approach crossing the relation approach. So,
today’s management of most of the organization has maintained human relations and sound
industrial relation all though. So training in human relation is necessary to maintain the
industrial peace and deal with human problems.

7) Change in job assignment: - training is also necessary when the existing employee is
promoted to the higher level in the organization and when there is some new job or
Occupations due to transfer. Training is also necessary to equip the old employee with the
advance disciplines, techniques or technology.

Need Of The Training

Training is the most important activity or plays an important role in the development of human
resources. To put the right man at the right place with the trained personnel has now become
essential in today’s globalize market. No organization has a choice on whether or not to
develop employees. Therefore training has nowadays become an important and required factor
for maintaining and improving interpersonal and intergroup collaboration.

Human resources are the life blood of any organization. Only through well trained personnel,
can an organization achieve its goals. At a glance, we find that training gives the following
results:

1.Growth, Expansion, Modernization cannot take place without trained person.

2.Its increase productivity and profitability, reduces cost and finally enhances

skill and knowledge of the employee.

3. Prevents obsolescence.

4. Helps in developing problem solving attitude.

5. Give people Awareness of rules and procedures.

6. Training makes people more people competent.

7. Personnel become committed to their job resulting in proactiveness.

8. People trust each other more.

Finally, our approach to training must be to increase productivity and profitability and secondly
to initiate personal growth and development.

The training should be proved more effective if it is need base and it will give the positive
impact on both industrial development and human resource development:

A Needs Assessment is a systematic exploration of the way things are and the way they should
be. These "things" are usually associated with organizational and/or individual performance.

Why design and conduct a Needs Assessment? We need to consider the benefits of any Human
Resource Development (HRD) intervention before we just go and do it:

What learning will be accomplished?

What changes in behavior and performance are expected?

Will we get them?

What are the expected economic costs and benefits of?

TRAINING PROCESS

Organizational objectives and

strategies
 Assessment of Training need

Establishment of Training Goal’s

Devising Training Program

Implementation of Training Program

Evaluation of Result

Principles Of Training
A successful training programme presumes that sufficient care has been takento discover areas
in which it is needed most and to create the necessary environmentfor its conduct. The
selected trainer should be one who clearly understands his jo band has professional expertise,
has an aptitude and ability for teaching, possesses apleasing personality and a capacity for
leadership, as well-versed in the principlesand methods of training, and is able to appreciate
the value of training in relation to an enterprise.

No one can dispute the role and importance of training in imparting knowledge and
information. It is often said the experience is best method of learning. Training can never
substitute experience but certainly shorten the period required for experiencing. Training
causes learning, there fore, to make it more effective, the fooling essentials or principles of a
good training programme must be noted.

1) Motivation: Trainee must be motivated to improve his skill or knowledge by increased

remuneration, promotions, recognition, etc. His desire to improve his job performance will
enable him to grasp more quickly new skill & Knowledge. Regardless of the quality of
instruction, an in different student will learn little, because human behavior is goal-
oriented, a student must be motivated in order to learn. Relating results to pay
promotability and responsibility can motivate the employees to learn.

2) Progress Report: Research has demonstrated that people learn faster when they are
informed of their progress by means of examinations or through the instruction’s
comments providing the trainee with progress reports facilitates the learning process.

3) Active Involvement: Learning is most efficient when the learner is involved in the
process rather than just listening is more complete if he actually performs the task to be
learned in the subject matter presented to him in form of theories and concepts through
case studies, laboratory, experiments, classroom discussion and role playing.

4) Instructions in part: Rather than presenting the whole training program at one time, it is
better to break instructions down in to parts, thus crating a series of sub goals for the
learner.

5) Reinforcement: Training of employee’s results must be supported by means of rewards

and punishments. Successful employees must automatically obtain pay increases,
Promotions or recognition, etc., on completion of training employee should be increase in
pay or status otherwise, he will lose faith in training programs.
6) Individual Differences: Training of employees is usually given in groups, but it must
provide for differences in individual intelligence, abilities and aptitude. It should be noted
that there are individual differences, some take more time to understand concepts and
principles, where as others leam faster. Again, some are equipped with more knowledge
and information as compared to others. Therefore, groups or batches should be made
taking in to consideration their level of understanding and skills.

7) Highly qualified, Experienced and matured persons must provide training with a
balanced personality. Expert trainers command lot of respect and attention from the
learners.

8) Ideal Place: There must be an ideal place of training however; the place of training
depends up on a number of factors. If it is on the job training then it is to within the factory
premises. Off the job training should be preferably be provided outside the company
premises.

9) Training Period: It should be neither too long nor too short period; trainee does not get a
chance to learn much.

10)Training system: Training need and objective must be clearly defined.

 There should be a proper balance between theory & practical.
 Training Material should be simple and meaningful.
 Use of films, audio-visuals, makes training more interesting.
CONCEPTUAL FRAMEWORK ON HUMAN RESOURCES DEVELOPMENT TOOLS:.

In order to achieve the company objectives, Human Resource Development undertakes the
following activities:

1. Recruitment, selection and placement of personnel.

2. Training and development of employees.

3. Appraisal of performance of employees.

4. Remuneration of employees.

5. Social security and welfare of employees.

1. RECRUITMENT, SELECTION AND PLACEMENT OF PERSONNEL

Mode of Appointment:
The appointment to various points shall be made in the following manner:
By Direct Recruitment:

a. The qualifications for direct recruitment shall be such as specified in the staffing pattern.

b. The appointment shall be made according to the merit list drawn at the time of selection.

c. All appointments except to class-IV services shall be made on the recommendations of the
selection Committee consisting of the following:

By Promotion
a. Appointment by promotion to the next higher post in the respective discipline in any
category shall be made on the basis of ‘Seniority-cum-Merit’ from amongst the employees
working in the lower category having at least five years service on the said post in the steel
Industry.

By Transfer:
a. By permanent transfer of services of surplus staff of company the terms & conditions as
Prescribed by company and adopted by the Board from time to time subject to the approval of
Register.

b. By permanent transfer of an employee on his own request and upon the terms & conditions
as prescribed by the compnay and adopted by the board from time to time subject to the
approval of Registrar.

COMMENCEMENT OF SERVICE:
Services shall be deemed to have commenced from the working day on which the employee
reports for duty. If he reports for the duty in the afternoon’ the services shall be deemed to
have commenced from the following day.
ATTENDANCE AND LATE COMING:
No employee shall enter or leave the premises of the Establishment accept by the gate or gates
meant for this purpose.

An employee who is off his duty or has resigned or has been discharged or declared by the
competent Medical Authority to be suffering from any contagious or infectious disease, shall
immediately leave the premises of the Established and shall not enter any part of it, except with
the express permission of the competent authority.

All employees shall be liable to be searched both at the time of entry and exit at the main
entrance of the Establishment by an authorized person of the same sex with due dignity.

If more than one shift is working, the employee shall be liable to be transferred from one shift
to another.

SENIORITY:
The seniority of an employee under these rules shall be determined in a particular category of
post on the basis of the length of service on that post provided that in the case of employees
appointment by the direct recruitment which join within the period specified in the order of
appointment or within such period specified by direct recruitment who join with in the period
specified in the order of appointment or within such period as may from time to time be
extended by the appointing authority, subject to a maximum of one month from the data of
order of appointment, the order of merit determined, shall not be disturbed. Provided further
that in the case a candidate is permitted to join the service after the expiry of the said period of
one month, his seniority shall be determined from the data he joins the service.

POSTING AND TRANSFERES:

Managing Director shall be competent to post/ transfer any employee within the
establishment. He shall also be competent to transfer an employee against any equivalent post
or along with post.

1. TRAINING AND DEVELOPMENT OF EMPLOYEES

"Employee Development" was seen as too evocative of the master-slave relationship

between employer and employee for those who refer to their employees as "partners" or
"associates" to be comfortable with. "Human Resource Development" was rejected by
academics, who objected to the idea that people were "resources" — an idea that they felt
to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and
Development", although that was itself not free from problems, "learning" being an over
general and ambiguous name. Moreover, the field is still widely known by the other names.

Training and development (T&D) encompasses three main activities: training, education,
and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
 Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources,
and performance. The participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the providers are specialists in the
field. Each of these groups has its own agenda and motivations, which sometimes conflict
with the agendas and motivations of the others.

The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with
their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr.
John Hooverpoints out, "Tempting as it is, nobody ever enhanced his or her career by
making the boss look stupid." Training an employee to get along well with authority and
with people who entertain diverse points of view is one of the best guarantees of long-term
success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a
superior, peer, or customer.

3.APPRAISAL OF PERFORMANCE OF EMPLOYEES.

An employee performance appraisal is a process—often combining both written and oral
elements—whereby management evaluates and provides feedback on employee job
performance, including steps to improve or redirect activities as needed. Documenting
performance provides a basis for pay increases and promotions. Appraisals are also important
to help staff members improve their performance and as an avenue by which they can be
rewarded or recognized for a job well done. In addition, they can serve a host of other
functions, providing a launching point from which companies can clarify and shape
responsibilities in accordance with business trends, clear lines of management-employee
communication, and spur reexaminations of potentially hoary business practices. Yet Joel
Myers notes inMemphis Business Journal that "in many organizations, performance appraisals
only occur when management is building a case to terminate someone. It's no wonder that the
result is a mutual dread of the performance evaluation session—something to be avoided, if at
all possible. This is no way to manage and motivate people. Performance appraisal is supposed
to be a developmental experience for the employee and a 'teaching moment' for the manager."

PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business owners, it might be
helpful to consider the goals of an appraisal system. They are as follows:

1. To improve the company's productivity

2. To make informed personnel decisions regarding promotion, job changes, and termination

3. To identify what is required to perform a job (goals and responsibilities of the job)
4. To assess an employee's performance against these goals

5. To work to improve the employee's performance by naming specific areas for improvement,
developing a plan aimed at improving these areas, supporting the employee's efforts at
improvement via feedback and assistance, and ensuring the employee's involvement and
commitment to improving his or her performance.

All of these goals can be more easily realized if the employer makes an effort to establish the
performance appraisal process as a dialogue in which the ultimate purpose is the betterment of
all parties. To create and maintain this framework, employers need to inform workers of their
value, praise them for their accomplishments, establish a track record of fair and honest
feedback, be consistent in their treatment of all employees, and canvass workers for their own
insights into the company's processes and operations.

A small business with few employees or one that is just starting to appraise its staff may choose
to use a prepackaged appraisal system, consisting of either printed forms or software. Software
packages can be customized either by using a firm's existing appraisal methods or by selecting
elements from a list of attributes that describe a successful employee's work habits such as
effective communication, timeliness, and ability to perform work requested. Eventually,
however, many companies choose to develop their own appraisal form and system in order to
accurately reflect an employee's performance in light of the business's own unique goals and
culture. In developing an appraisal system for a small business, an entrepreneur needs to
consider the following:

1. Size of staff

2. Employees on an alternative work schedule

3. Goals of company and desired employee behaviours to help achieve goals

4. Measuring performance/work

5. Pay increases and promotions

6. Communication of appraisal system and individual performance

4.REMUNERATION OF EMPLOYEES
Employee Remuneration refers to the reward or compensation given to the employees for their
work performances. Remuneration provides basic attraction to a employee to perform job
efficiently and effectively. Remuneration leads to employee motivation. Salaries constitute an
important source of income for employees and determine their standard of living. Salaries
affect the employee’s productivity and work performance. Thus the amount and method of
remuneration are very important for both management and employees.

There are mainly two types of Employee Remuneration

1. Time Rate Method

2. Piece Rate Method

These methods of employee remuneration are explained below in detail:

Methods of Employee Remuneration

1. Time Rate Method: Under time rate system, remuneration is directly linked with the time
spent or devoted by an employee on the job. The employees are paid a fixed predecided
amount hourly, daily, weekly or monthly irrespective of their output. It is a very simple method
of remuneration. It leads to minimum wastage of resources and lesser chances of accidents.
Time Rate method leads to quality output and this method is very beneficial to new employees
as they can learn their work without any reduction in theirsalaries. This method encourages
employee’s unity as employees of a particular group/cadre get equal salaries.

There are some drawbacks of Time Rate Method, such as, it leads to tight supervision,
indefinite employee cost, lesser efficiency of employees as there is no distinction made
between efficient and inefficient employees, and lesser morale of employees.

Time rate system is more suitable where the work is non-repetitive in nature and emphasis is
more on quality output rather than quantity output.

2. Piece Rate Method: It is a method of compensation in which remuneration is paid on the

basis of units or pieces produced by an employee. In this system emphasis is more on quantity
output rather than quality output. Under this system the determination of employee cost per
unit is not difficult because salaries differ with output. There is less supervision required under
this method and hence the per unit cost of production is low. This system improves the morale
of the employees as the salaries are directly related with their work efforts. There is greater
work-efficiency in this method.

There are some drawbacks of this method, such as; it is not easily computable, leads to
deterioration in work quality, wastage of resources, lesser unity of employees, higher cost of
production and insecurity among the employees.

Piece rate system is more suitable where the nature of work is repetitive and quantity is
emphasized more than quality.

5.SOCIAL SECURITY AND WELFARE OF EMPLOYEES

PROVIDENT FUNDS:
Employees shall be entitled to the membership of the Employees Provident Fund and other
schemes under the employees Provident Fund and Misc. Provisions Act’ 1952 irrespective of
the pay drawn b him re-employed persons shall be governed by the terms of their
appointment.

BONUS:
Employees shall b entitled to payment of the Bonus under the payment of Bonus Act, 1965 as
amended or re-enacted from time to time.
MEDICAL BENEFITS:
An employee, as and when covered under the PSI Act/Scheme, shall get medical benefits as
provided there in. An employee not covered under the PSI Act/Scheme shall be entitled to
medical benefits as may be decided by the board from time to time with the concurrence of the
compnay

ALLOWANCE:
Dearness Allowance, Additional Dearness Allowance, House Rent Allowance, City
Compensatory Allowance, Rural Allowance and Other Compensatory Allowance Shall be
Admissible to the Employees of the Life Insurance as per the Decision of the Board with the
concurrence of the company.

BENEFITS ADMISSIBLE IN THE EVENT OF DEATH OF AN EMPLOYEE DURING

SERVICE:

In case of death of an employee while in the service of company his family members shall be
entitled to the following benefits/ facilities at the rates/scales and on the teams & conditions as
approved by the board.

Ex-gratia grant. a. House Rent Allowance. b. Encashment of P. leaves. c. Priority for employment
of window/dependent of deceased employee. d. Special Ex-gratia grant to the family members
of an employee of the compnay Killed by terrorist action.