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Golapbag More, Burdwan.

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SUB : HUMAN RESOURCE MANAGEMENT jk jkj
INDUSTRIAL RELATION & DISPUTE
Q.) Define Industrial Relation
Ans.) The term “Industrial relation” means “employee-employer relationship” in both organised and unorganised
sectors of the economy. According to Dale Yoder the industrial relation means the relationship between
management and employees and their organisations that grow out of employment.

Q.) Objectives of industrial relations

Ans.) Industrial relation is the key for increased productivity in a firm. It seeks to protect the rights of managers and
workers’ interest also. Besides, the objectives of maintaining good industrial relations are:-
1) To increase production, productivity:-The main objective of Industrial relation is to increase production,
productivity, labour efficiency and to reduce cost of production.
2) To create Dynamic workforce:- Good industrial relations create a dynamic workforce to match with the changing
situation, to know the organization needs in the competitive situations and to help the organization to survive, grow
and develop.
3) To maintain industrial peace :- Industrial relation helps to maintain industrial peace by making good relationship
between the parties of industry. It helps in continuous flow of production, in removing strikes and lockout etc.
4) To establish good labour management relations with no or less dysfunctional conflict which promote mutual
understanding, mutual confidence and resolve the mutual differences.
5) To increase the morale of the workers and motivate the workers to work more.
6) To involve workers in decision making process and create a climate of workers participation in management.

Q.) Conditions or Pre-requisites for Congenial (healthy/ sound)Industrial Relations.

Ans.) The establishment of good industrial relation depends on the constructive attitude on the part of both
management and the trade unions. So the conditions for healthy industrial relation are:-
●1 Attitude of top management : Top management plays an important role to establish good industrial relation . If
their attitude is positive, if they will take necessary measures to improve the economic conditions of employees, they
formulate policies treating people as resources then better understanding & confidence are developed and good
industrial relation is established.
●2. Trade unions: The trade union influences the industrial relations. It depends on the strength and attitude of
union’s leader. Stronger the union, greater is the influence. The positive approach favorable attitude of trade union
makes the smooth industrial relations.
●3. Existence of strong , well organised and democratic employees unions:- Industrial relation will be sound only
when the bargaining power of the employees’ union is equal to that of management. A strong trade union can
protect the employees’ interest relation to wages, benefits, job security etc
4. Existence of sound and organised employers’ unions:- These are helpful for the promotion and maintenance of
uniform labour polices among various organisations and to protect the interest of weak employers.
●5. Spirit of collective bargaining:- Collective bargaining is a process through which employee issues are settled through
mutual discussions an negotiations through give and take approach. If the issues are settled through collective
bargaining, rather than through the intervention of the third party, then the relationship will be congenial.
6. Maintenance of industrial peace:- If industrial disputes are settled by works committees, welfare officers, joint councils etc.
through the method of voluntary arbitration, conciliation and adjudication then the relationship is healthy.
7. Workers participations in management:- It helps to satisfy the esteem and self actualisation needs of workers,
which helps to improve the industrial relations.

●8. Educated work force: For better industrial relation the employees should be educated, conscious, sensitive & dutiful.

Q.) Factors affecting Industrial Relations

Ans) The Influencing factors which act and inter-act for developing industrial relations, are discussed below:-
1) Institutional factors: It included items like state policy, labour laws, voluntary codes, collective bargaining
agreements, labour unions etc.
2) Economic factors: The Economic factors reveal the conflicting interest between employers and employees. If the
economic status of workers is sound & healthy workers become satisfied and they develop better understanding,
mutual trust and confidence. Dissatisfaction may arise from the type of ownership, nature of workforce, relative
status, different of wages etc.
3) Social factors: The social factors like higher caste and lower caste, social relation like master-servant influences
industrial relations. In a work place one party takes decisions, while another party performs their work under the
decisions, direction and supervision of others. If these two different parties have a different social status, then it may
results bitter relations. If both the parties have good education and they are both positive, the industrial relations will
be better.
4) Political factors: Political institutions, system of government, political philosophy, attitude of government etc. have
influence on industrial relation. Most of the trade unions are controlled by political parties, so here the industrial
relations are largely shaped by the gravity of movement of political parties in trade union activities.
5) International factors: Various issues like international relations, global conflict, international trade agreements and
relations, international labour agreements etc. have influence on industrial relation.
(6) Technological advancement:- Technological advancement introduces new devices, new machines, modern
technique of production to produce goods of right quality at reasonable price. Thus ,smooth running of business
establishes good relation between labour & management.

Q.) What is Industrial Dispute(conflict)?

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Ans.) Industrial Dispute is conflict and dissatisfaction among workers which give rise to number of complicated situationsjkand
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difficult problem. According to the Industrial Dispute Act 1947, Section 2(k) industrial disputes mean any dispute or difference
between employers and employers or between employers and workmen or between workmen and workmen, which is
connected with the employment or non employment or terms of employment or with the conditions of labour of any person.
Q.) What are the forms of Industrial Dispute? OR Write short Notes on Strike and Lockout.
Ans.) Industrial dispute is the dispute or difference between labour and management in industry. The following are
the forms of industrial dispute / conflicts that appear in industrial organizations:-
Forms of industrial disputes / conflicts
1. Strike: - Strike is a cessation of work by a body of employees acting under a common understanding of a number
of persons who are employed in an industry. It is occurred when their demands are not met by management. It is
group refusal by the employees who have been employed to continue to work or to accept employment. Strike has
following forms :-
(i) Stay-in / sit-down strike :- In case of stay-in strike workers cease work to settle their disputes. They do not leave
the workplace till their demand is fulfilled and take the possession of employer’s property. Stay-in strike is also
called sit-down strike.
(ii) Tools-down / pen-down strike :- Workers lay down their tools and cease work when they go for tools-down strike.
The same nature of strike is restored to by clerical / non-executive staff members by keeping their pens.

(iv) Hunger strike :- It is resorted to by leader for a limited period by all workers to create sympathy of the employer
and to attract the attention of the public. Sometimes it happens that the issue for which hunger strike is done by the
workers may not have direct relation with the work activities but it is made for creating pressure on management for
taking particular action.
(vii) Picketing and Boycott :- Picketing is a form of strike, workers post pickets in front of the premises of the employers,
march and patrol the area with banners / placard mentioning their demands, management attitudes etc. (viii) Guerrilla
Strike:- It is the lightning strike which comes suddenly without warning. It may last for a few hours, a day. The
difference between lightning strike and guerrilla strike is in the matter of communication. In case of guerrilla strike no
indication is given for going to strike but, in case of lightning strike a short notice may be given.
2)Ban on OverTime work by trade union:- As per decision of trade union ,workers decided that they will not
perform overtime work if, they are directed by the management to do so. When the workers find that excessive work
requires overtime work for immediate clearance, they express their unwillingness to work beyond scheduled hours
and there by workers create pressure on management.
3. Go slow :- Go-slow is a form of industrial disputes. It means any thing less than normal work by a body of
employee with the intention to make employer agree to solve their disputes. This is a strong action of the workers to
give less production than scheduled performed. Apparently, this is not a strike, but in reality this is more than a strike
as this keeps the production and other activities for which company bears establishment and running expenses but
output is much less than target output.
Go-slow is a misconduct under Standing Orders of the company and punishment is imposed on the workers.
4. work to rule :- Work-to-rule is misconduct as per Standing Orders of the company. In this form of industrial
disputes, workers undertake their job strictly as per rules. They do not complete the job and keep pending till their
demands are settled. Work-to-rule is selected by the workers when the management ignores problems of workers.
5.Gherao : Gherao is hold of management by some workers for settlement of disputes. In most cases, the workers who
resort to ‘gherao’ create barricade so that no body can have an access to the place of gherao or can move from the
‘gherao place’. Workers use this technique in extreme situation when they feel without keeping the management in
discomfort situation for some period, their demand should not satisfied then they follow this action Gherao is illegal and is
a grave serious misconduct The National Commission on Labour criticize the technique of gherao .
6.Lockouts : lockout refers to the action of an employer in temporarily closing down or shutting down the
undertaking or refusing to provide its employees with work with the intention of forcing them to accept the demands
made by them or to withdraw the demands made by them on him. One aspect of the dispute between worker and
employer is strike; the other is lockout. In this activity the office and working premises of the concern under conflict
are locked, entry to staff and workers is prohibited. A lockout can motivate the workers to violet activity, which may
cause them to destroy the factory as they are hunger. So lockout is:-
i) the closure of undertaking, ii) Suspension of employment relationship, iii) Used with some intention.
Lockout arises due to following reasons:-
i) Employer uses it as an instrument to suppress the helpless workers
ii) It gives employer pleasure to see the workers suffering, where prestige become involved.
iii) It may be used to impress the workers with an employer’s power over them.
For prevention of lock out the co-operation between workers and employers is essential and Govt.
intervention in necessary.
Q.) Causes of industrial disputes. (Causes of work stoppages)
Ans.) The causes of industrial disputes may be classified as employment causes, non-employment causes, terms
of employment causes and causes relating to conditions of labour of any person. Generally disputes arise for
industrial factors, Management attitudes, Govt machinery, & other causes. These are as follows:
Industrial factors:-i) Low wages: - In India, the wages paid to workers is not adequate to meet their daily expenses.
This low wages ultimately expresses it self in the form of industrial disputes.
ii) Lack of link in D.A. and price rise: - The various trade unions have been claiming D.A. which commensurate with
price rise but this has not happened in all industries. This is a great source of conflict.
iii)Demand for leave with pay: - Workers press for a permanent provision of regular leaves with pay. This is a source of dispute.
iv) Bonus: - The trade unions have inspired the workers to think that they are fully entitled to share the profits earned
by the factory. If amount of bonus is not adequate with expectation then dispute arises.
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5) Working conditions: - Being ill and unhealthy working conditions, workers are depressed and suffered from jk jkj
sickness. This makes them permanently unhappy.
Management attitudes:- i) Resistance to misconduct of officers: Today there is sufficient self respect among the
workers. Therefore any insult by the officers provokes them.
ii)Demand for re-installment : - The employers retrench many workers, then other workers fill insecure. The workers
resist such moves and they stand united for the re-installment of the retrenched colleagues.
iii) Managements insistence to take care of recruitments, promotion etc without consulting the concerned employees
iv). Managements unwillingness to provide services and benefits to its employee's
v) Installation of sophisticated machinery:- In modern industries many sophisticated labour saving machines are
installed. Therefore, there is fear of retrenchment of workers.
Govt machinery:-i)Political causes: - Political instability, centre- state relations are reflected in industry resulting
industrial conflict. ii)The governments conciliation machinery has settled a very negligible number of disputes .
Other causes: - a) The management is not interested in participation of workers in decision making activities. b)
The Government has settled a very negligible number of disputes. c) Employers’ reaction against gherao, violence,
destruction of property.
TRAINING

Q.) What you do you mean by training ? What is development ? State the difference between training &
development. State the difference between training & education.
Ans.) Training is the act of increasing the knowledge and skill of an employee for doing a particular job.
Training is systematic teaching and learning mechanism that helps people to improve their knowledge, skills,
abilities so that they can perform their present job as well as future job well and which is carried on for meeting
the difference between job requirements and employee’s present specifications.
Development is learning for growth of the individual but not related to a specific present or future job. It
is planned and systematic mechanism to develop employees’ skill, knowledge, competencies, so that they can
take up higher responsibilities. It is concerned with the growth of an employee in all respect.
Differences between Training and Development
Area Training Development
Concept Training is systematic teaching and learning Development is planned and systematic
mechanism that helps people to improve their mechanism to develop employees’ skill,
knowledge, skills, abilities so that they can knowledge, competencies, so that they can
perform their present job as well as future job take up higher responsibilities. It is concerned
well and which is carried on for meeting the with the growth of an employee in all respect.
difference between job requirements and
employee’s present specifications.
Target Training refers to teaching given to employees Development refers to developing executive or
group in the areas of operations and technical areas. managerial people who are required to perform
supervisory and administrative job.
Process It is one time process. It is a continuous process.
Purpose Specific job-related. Conceptual and general knowledge.
Duration Short-term. Long-term.
Cost It is less expensive. It is more expensive.

Q) Objectives of Training
Ans) The particular objectives of training are discussed below:
(1) Developing employee’s capability:- A systematic training programme helps the employees to improve their
knowledge, skill abilities.
(2) Effective job performance by new candidates:-Training makes the new candidates effective by teaching skill,
knowledge, by adapting with policies, norms, & by adjusting to the new environment, culture of the organization.
(3) Helping to grow:- Training helps the employees to grow with the organization as the necessary input
requiring for job performance in changing situation, is provided to the trainees.
(4.) Customers satisfaction:- Training makes the people aware of rendering customer satisfaction , so that
they can take necessary measure to deliver quality goods and services at reasonable cost.

(5) Reduction of absenteeism, employee turnover rate and increase of production, productivity
(6) Making the people dynamic:- Dynamism is needed to activate amongst the employees, so that they can
realize the necessity of dynamic activities for survival, growth and development of the employee and the
organization as well. Training is such a mechanism that makes the people dynamic.

Q) Needs or Importance or Advantages or Benefits of Training

Ans.) Training is a vital and necessary activity in all organisations. It plays a large part in determining the
effectiveness and efficiency of the organisations. Following is the need or importance of training to a business:-
1. Increasing Productivity :- Training programmes increasing skill, aptitude and abilities of workers result in
increased productivity.
2. Improvement in Performance :- It can help employees to increase their level of performance on their present
job assignments.
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3. Increased Morale :- The morale is increased by the proper training because training is designed to obtain
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better co-operation and greater loyalty of people
4. Reduction in Supervision :- The trained employee is one who can supervise himself. Both employee and
supervisor want less supervision.
5. Reduction in Dissatisfactions, Complaints, Absenteeism and Turnover :- Through training, the employees
can know the direct satisfactions associated with a sense of achievement and hence they are developing their
natural capabilities at work and there by absenteeism, employee turnover rate etc are lower.
6. Minimum Accidents and Wastage :- An important advantage of training is that accidents, which spoiled work
and damaged machinery, can be kept to minimum.

Q) What is on the job training? State its advantages and disadvantages.

Ans.) On the job means while working on a job, various training methods may be used while the man is
engaged in the process of productive work. Under this method, an employee is placed in a new job and is told
how it may be performed. Generally job rotation, coaching, mentoring, demonstration etc techniques are used
in this training method.
Merits : The advantages of on-the-job training are:-
(i) the trainee learns on the actual equipment in use and in the true environment of his job. He gets a feel of the
actual production conditions and requirements.
(ii) it is highly economical since no additional personnel or facilities are required for training.
(iiii) the trainee learns the rules, regulations, procedures by observing their day-do-day applications.
(v) this type of training is a suitable for a company in which there are almost as many jobs as there are
employees.
(vi) it is most appropriate for teaching the knowledge and skills which can be acquired in a relatively short
period.
Demerits : Disadvantages of on-the-job training are:-
(i) instruction is often highly disorganized and haphazard and not properly supervised.
(ii) the stop working of the job for the purpose of instructions
(iii) the lack of motivation on the part of the trainee to receive training.
(iv) the low productivity, when the employee is unable to fully develop his skills.
However, this training is generally given in a large number of organisations, and is suitable for all levels
of operatives, supervisors and executives, for it needs no schools and the employee’s contribution adds to the
total output of the enterprise.

Q) What is Off the job training? State its advantages and disadvantages.
Ans) Off the job training means that training is not a part of everyday job activity. The actual job location may
be in the company’s class room or in universities or associations which have no connection with the company.
Here, the trainees have to leave their workplace and devote their entire time to the development objective.
Generally vestibule training, lecture method, role playing, conference etc techniques are used in this training
method. This method is used ( objectives /advantages):-
(i)to change attitudes, behaviours of people at work
(ii) to improve human skill
(iii) to develop skill in conceptual aspects
(iv) to enrich knowledge in specific field
(v) to improve communication skill
(vi) to develop skill for effective administration and management
(vii) to improve analytical skill
(vii) to mould mind-set of employees
(ix) to make people know/aware of different techniques of motivation
(x) to make employees acquainted with latest rules, regulations, methods, policies, procedures of the
company.
Disadvantages of on-the-job training are:-
(i) it is costly.
(ii) it requires long time.
(iii) It is difficult to stimulate discussion following a lecture, particularly if the listener is uninformed by the
lecturer.
(iv) the untrained lecturer sets too much information in the lecture, which often becomes disgusting to the
listener.
(v) this study may not match with practical situation.
Q) Methods or Techniques of Training
Ans.) Classified as on the job and off the job the following methods are generally used to provide training :-
On-the job Training Method
On the job means while working on a job. Various training methods may be used while the man is
engaged in the process of productive work. Such as:-

 1 Coaching : Coaching is a method to make employees learn jobs in new area. Generally, supervisor is
assigned the job of a coach who gives continuous attention and supervision of the trainees' job, corrects the
operative functions, helps to improve skill & abilities of the employees so that they can do well performance.
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Merits jk jkj
(i) Trainees get continuous help, assistance from coach.
(ii) Coach provides constant support, positive stroke to employees to learn job at a short period of time.
(iii) Inter-personal relationship between coach and learners makes the learning process easy and smooth.
(iv) Immediate rectification of operative activities is possible.
Demerits
(i) Supervisor may consider coaching job as imposed assignment, so he may take it casually.
(ii) In industrial setting, coaching has been a regular and routine phenomenon and so, no emphasis is given
towards quality learning.
(iii) Coaching process may take abnormally much time .
(iv) Trainee's development of skill, ability, knowledge may not be adequate if the coach's knowledge, skill is limited.
(iii) Understudy : This method makes the trainee as assistant to the current job holder. The trainee learns by
experience, observation and imitation. If decisions are discussed with him he can become informed on the
policy and theories involve. In this method the training is conducted in practical and realistic situation.

2.Job Rotation/ Position Rotation : Under this method, rotation of a trainee is made periodically from one job
to another job, or from one department to another department and he acquires a general background. The
main advantages of position rotation are:- i) providing a general background to the trainee ii) training in actual
situation iii) stimulating competition among the rotating trainees and iv) stimulating a more co-operative attitude
by exposing a man to other fellow’s problems and view-points. (v) It prevents employees from developing
'hidden relationship' with customers.(vi) It makes easy promotion of employees in the next grade.
Demerits
(i) All employees may not be able to gain adequate experience, job knowledge during specified period of time.
(ii) It may not bring results if design of this programme is defective.
(iii) It needs perfect programme to suit individual employee's interest, capabilities to learn job in new area of
activity which most companies ignore.
Off-the-job Training Methods
In these off the job training methods, the trainees have to leave their workplace and devote their entire time to
the development objective. Following are off-the-job training techniques:-
1. Special Course and Lectures : Lecturing is the most traditional form of formal training method. Special
courses and lectures are presented by business organisations in numerous ways as a part of their
development programmes.
(i) There are courses, which the organisations themselves establish to be taught by members of the
organisations. Some organisations have regular instructors assigned to their training and development
departments such as Tata and Hindustan Lever in private sector; Life Insurance Corporation, State Bank of
India.
(ii) There are courses, which the universities or institutes operate for organisations to work and to be taught by
instructors of these institutes.
(iii) Courses for the organisations to send personnel to programmes established by the universities, institutes
and other bodies. These courses are organised for a short period ranging from 2-3 days to a few weeks.
The main advantage of the lecture system is that it is simple and efficient and through it more material
can be presented within a given time than by any other method. Group interest should be motivated. But it has
following limitations:-
(i) The learners are passive instead of active participants. It is a one-way communication.
(ii) It is difficult to stimulate discussion following a lecture, particularly if the listener is uninformed by the lecturer.
(iii) The untrained lecturer sets too much information in the lecture, which often becomes disgusting to the listener.
 2. Vestibule training : Large organisations are frequently provided a vestibules school, a preliminary to actual
shop experience. Under this training method , in training centre employees use the same machines, tools,
equipment what they will be given for work at workplace, for learning purpose. When large number of
employees mostly clerks, operators are required to be trained at a short period of time, a simulated
workshop/workplace is created in the training centre and training is imparted through demonstration,
discussion, role playing, case studies, and lecture methods.
This training is used for training to clerks, machine operators, bank tellers, typist etc. semi-skilled person. The
duration of this training ranges from days to a few weeks.
Merits : (i) as training is given in a separate room, disturbances are minimised;
(ii) the correct method can be taught without stopping production; (iii) it permits the trainee to practice without
the fear of supervisors.
Demerits : (i) the division of responsibilities leads to organisational problems; (ii) an additional investment in
equipment is necessary, (iii) the training situation is somewhat artificial.
Performance appraisal
Q) What is performance appraisal?
Ans) Performance of an individual is the contribution made to the achievement of organisational goals.
Appraisal means to decide the value of work done. Thus performance appraisal means evaluation of work
done by an individual in respect of standard set for performance. Accordingly performance appraisal is a
systematic, objective and periodic evaluation of the performance of an employee in respect of his assigned
tasks and responsibilities and also identification of his potential for future development. Performance appraisal
is described as a method of evaluating the behaviour of employees at work place normally measured by some
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quantitative, qualitative, time and cost aspects of job performance. jk jkj
Q) Features of Performance Appraisal
Ans) Features of performance appraisal are as follows:
1. Continuous approach:- Performance appraisal is a continuous approach. Here, evaluation is made for the
performance for the whole review period.
2. Systematic Process:- Assessment activity is carried on a definite plan& follows a definite process. Review
period, reviewing authority, reviewing method etc. are pre-determined .
3. Periodicity:- It follows a definite period for the assessment of employees' performance.
4. Basis of assessment:- Assessment is made on the basis of standard set earlier. Quantum and quality of
performance is judged in respect of that standard.
5. Reinforcement activity:-Performance appraisal system ascertains reasons for less performance and
provides coaching to strengthen the weak areas. The employees who perform much more than the standard
set are given positive motivation to maintain.
6. Potential assessment:- Performance appraisal has many activities. It identifies(i) People who are non performers,
below standard (ii) People who are performers, excellent (iii) People who have potential to occupy higher positions .
7. . Formal/Informal Assessment:- Performance appraisal could be formal or informal. In case of informal
assessment, supervisor observes working, of employees working under him and provides coaching to perform
as per standard set. In case of formal assessment coaching assesses performance annually on the basis of
information available in the relevant areas
Q) What are the objectives/importance /uses of Performance Appraisals?
Ans) The main objectives/importance /uses of Performance Appraisals are:
1) To control the performance of employee : The primary objective of the performance appraisal is to control the
performance of employees and regulate their job behaviour by identifying the strength and weakness of an employee .
2) To take compensation decisions: Performance appraisal can serve as a scientific basis for wage fixation,
increasing incentives on the basis of their performance evaluation.
3) To assess the training and development needs of employees: Training needs of an employee can be
determined on the basis of the information collected from performance appraisal.
4. To take promotion decision: Performance appraisal identifies the employees who will be promoted to next
higher position.
5. To help selection of human resources : It is necessary to identify the indicators of performance (criteria) for
evaluating the success on a job. The criteria so developed for performance evaluation can be used as the
standards for selection.
6. To provide information for making decisions of lay off, retrenchment etc.: Performance appraisal can help to
disclose the cases of good or poor employee performance as such it will help to make decisions regarding
layoff, retrenchment termination etc.
7. To improve communication : Performance appraisal helps in improving communication. It creates
environment for open two-way communication in the organisation.
8. To provide necessary feed back : During performance appraisal, many social, cultural and human relations
aspects of an organisation are collected . Thus it can provide necessary feed-back to both the managers and
their employees as well.
9. To remove employee dissatisfaction: The factor responsible for dissatisfaction of employees can be
identified in the appraisal counseling and can be removed for better work performance.

Q) JOB EVALUATION
In job evaluation, we are concerned with the job, rather than the position as such, since we evaluate the job,
not the individual.
Job Analysis: It is the process of determining facts about jobs. It may be denned as—the process of
determining, by observation and study, and reporting pertinent information relating to the nature of a specific
job. It is the determination of the tasks which comprise the job and of the skills, knowledge, abilities and
responsibilities required of the worker for successful performance. Thus, job analysis is not an end by itself. It
is the technique by which specified job facts are discovered and recorded for different uses.
The technique of Job Analysis :
Basically, there are three broad parts of job analysis :
1. Job must be completely and accurately identified (This is called 'Job Identification').
2. The tasks of the job must be completely and accurately described (This is known as "Job Description").
3. The requirements the job which the employee must possess for successful performance must be
indicated (This is called "Job Specification").
Job identification: It is the identification of a particular job to distinguish it from all other jobs in the
company. The information given must indicate clearly the scope of tasks which are covered by this job.
Job Description :The job description is a written description of the operations, duties, methods, working
conditions, equipment and materials used, lines of authority and other essential facts about a job or position.
The purpose of the job description in the evaluation of job is to identify, define, and describe clearly the job to be
‘rated’ and thus to give a fairly detailed picture of the duties and responsibilities of the job. For this purpose ‘merit
rating’ technique is used. Merit Rating is the procedure for evaluating worker’s ability in performing a particular job.
Job specification : The job specification is a statement of the qualities or abilities that an employee must
possess to perform the job in a satisfactory manner. It describes skill involved in the job, education,
experience, manual skill, physical effort, responsibility for the work of others, working conditions etc.
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Job Evaluation: is the technique mostly used to correct the inequities in wages and install a systematic jk jkj
method of pricing jobs. Job evolution is the systematic and analytical process to determine the comparative
worth of jobs within an organization. The worth of job is determined in relation to other jobs in terms of
various factors such as the skill needed, responsibilities involved, efforts required, etc.
It begins with job analysis to obtain job descriptions and job specifications and includes the process of
relating the descriptions by some system designed to determine the relative value of the jobs or groups of jobs.
Objectives of Job Evaluation : The following are the most important objectives of a job evaluation programme :
1, To establish wage differentials between jobs.
2. To eliminate wage inequalities, if any.
3. To establish a sound wage foundation for incentive schemes.
4. To create a method of job classification in order to help the management and the union officials to deal
with major and fundamental wage issues during negotiations.
5. To collect job facts to aid in the following :(a) Selection. (b) Promotions and transfers. (c) Training of new
workers. (d) Assignment of tasks to jobs. (e) Accident prevention. (f) Improving working conditions.
The advantages of job evaluation—
1. The employees feel that they have made personal contribution to it and are therefore prepared to support
it whole heartedly.
2. It provides an opportunity for training the persons who will be responsible for operating the wage structure
on a continuing basis.
3. The employees of different departments get an opportunity to understand the basis of job evaluation and
are able to explain them to their co-workers. This improves general acceptability of the programme.
4. The company assumes full responsibility for the results and thus is sure that a satisfactory job is done.
The disadvantages of carrying out a job evaluation
I. The process is very by time-consuming.
2. In the absence of a very strong management support and a strong leadership, emergency situations may
interfere with the job evaluation programme.
3. Inexperience may cause serious problems in the technical phase of the work.