Business low & international business

Section B Q. 3 World trade in 2009 was dominated by the worst financial and economic crisis in decades. Global output shrank. So did the volume of international trade. Despite bearing no responsibility for the crisis, the poorer developing countries have fared the worst. China, Brazil and India saw exports drop by between a fifth and a third in the second half of 2008, but countries not belonging to the top 20 developing country exporters were hit even harder. Trade and GDP growth have started to pick up again, but some economists fear a doubledip recession

Introduction
World Trade Organization (WTO) and recent progress in the Doha Round of trade negotiations, with a particular emphasis on the two main drivers of the talks, namely market access in industrial goods and the reduction of agriculture subsidies and tariffs. Given the prominence of the agriculture sector in lowincome developing countries, the chapter provides an in-depth analysis of the draft provisions designed to address their food security, livelihood and rural development concerns. It then proceeds to assess the value of envisaged cuts in agriculture subsidies and tariff barriers in Organisation for Economic Cooperation and Development (OECD) countries and their likely impact on agricultural exports from developing countries.

Recent Developments in WTO negotiations

For the third summer in a row, a push for breakthrough WTO accords on agriculture and manufacturing trade at a mini-ministerial meeting in July 2008 ended in failure. However, the most surprising thing about the summit was not that it broke down but rather how close ministers came to reaching an agreement. By WTO Director-General Pascal Lamys reckoning, they made it 80-85% of the way to modalities deals with formulae and figures for future subsidy and tariff ceilings during the nine days of gruelling discussions, the longest such meeting in the WTOs history (ICTSD 2008a). Of the some 20 issues in the talks related to agriculture and non-agricultural market access (NAMA), Lamy indicated that positions had converged on 18. Differences on the ease with which developing countries should be allowed to raise tariffs beyond current legal limits to protect farmers from import surges under a special safeguard mechanism proved irreconcilable, Lamy conceded. The 20th issue, cotton, was never discussed, to the irritation of African countries especially, some of which have seen already-meagre earnings severely hit by the effects of US cotton subsidies in particular (ICTSD 2008b).

Industrial relation & labour legislation Section A Q 8 grievance Definitions (2)

1. Law: (1) Injury, injustice, or wrong that affords reason for resistance or a formal expression as a complaint. (2) The complaint itself. 2. HR: Specific complaint or formal notice of employee dissatisfaction related to adequacy of pay, job requirements, work conditions, other aspects of employment, or an alleged violation of a collective bargaining agreement.

Organization change and development

Section B
Q 1 Organization development (OD) is a planned, organization-wide effort to increase an organization's effectiveness and viability. Warren Bennis has referred to OD as, a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of an organization so that it can better adapt to new technologies, markets, challenges, and the dizzying rate of change itself". OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a specific end result. OD can involve interventions in the organization's "processes," usingbehavioural science knowledge[1], employee surveys, participative management, and overall system improvement. Q3 The term quality management has a specific meaning within many business sectors. This specific definition, which does not aim to assure 'good quality' by the more general definition, but rather to ensure that an organisation or product is consistent, can be considered to have four main components: quality planning, quality control, quality assurance and quality improvement.[1] Quality management is focused not only on product/service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.

Quality terms
Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the purposeful change of a process to improve the reliability of achieving an outcome. Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome. Quality Assurance is the planned or systematic actions necessary to provide enough confidence that a product or service will satisfy the given requirements.

Q4 Organization development (OD) is a planned, organization-wide effort to increase an organization's effectiveness and viability. Warren Bennis has referred to OD as, a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of an organization so that it can better adapt to new technologies, markets, challenges, and the dizzying rate of change itself". OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a specific end result. OD can involve interventions in the organization's "processes," using behavioural science knowledge[1], employee surveys, participative management, and overall system improvement. OD is a long range effort to improve organization's problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science. Although behavioral science has provided the basic foundation for the study and practice of organizational development, new and emerging fields of study have made their presence known. Experts in systems thinking, leadership studies, organizational leadership, and organizational learning (to name a few) whose perspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and interdisciplinary approach have emerged as OD catalysts. These emergent expert perspectives see the organization as the holistic interplay of a number of systems that impact the process and outputs of the entire organization Q5 Change management is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment.[citation needed] In project management, change management refers to a project management process where changes to a project are formally introduced and approved.[1]

Kotter [2] defines change management as the utilization of basic structures and tools to control any organizational change effort. Change management's goals is to minimize the change impacts on workers and avoid distractions. 1. 2. 3. 4. Mission changes, Strategic changes, Operational changes (including Structural changes), Technological changes, Changing the attitudes and behaviors of personnel,[citation needed]

5.

As a multidisciplinary practice that has evolved as a result of scholarly research, Organizational Change Management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan. Change Management processes may include creative marketing to enable communication between change audiences, but also deep social understanding about leaderships styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or solve troubled change projects. Successful change management is more likely to occur if the following are included:[citation needed] 1. Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work. 2. Effective Communications that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.). 3. Devise an effective education, training and/or skills upgrading scheme for the organization. 4. Counter resistance from the employees of companies and align them to overall strategic direction of the organization. 5. 6. Provide personal counseling (if required) to alleviate any change related fears. Monitoring of the implementation and fine-tuning as required.

Performance Mang system

Section B Q1 A performance appraisal, employee appraisal, performance review, or (career) development discussion[1] is a method by which the job performance of an employee is evaluated (generally in terms

of quality, quantity, cost, and time) typically by the correspondingmanager or supervisor.[2] A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone Q2 A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment This is known as a 360-degree appraisal and forms good communication patterns. The most popular methods used in the performance appraisal process include the following: Management by objectives 360-degree appraisal Behavioral observation scale Behaviorally anchored rating scales

Trait-based systems, which rely on factors such as integrity and conscientiousness, are also used by businesses but have been replaced primarily by more objective and results-oriented methods. The scientific literature on the subject provides evidence that assessing employees on factors such as these should be avoided. The reasons for this are twofold: 1) Trait-based systems are by definition based on personality traits and as such may not be related directly to successful job performance. In addition, personality dimensions tend to be static, and while an employee can change a behavior they cannot change their personality. For example, a person who lacks integrity may stop lying to a manager because they have been caught, but they still have low integrity and are likely to lie again when the threat of being caught is gone. 2) Trait-based systems, because they are vague, are more easily influenced by office politics, causing them to be less reliable as a source of information on an employee's true performance. The vagueness of these instruments allows managers to assess the employee based upon subjective feelings instead of objective observations about how the employee has performed his or her specific duties. These systems are also more likely to leave a company open to discrimination claims because a manager can make biased decisions without having to back them up with specific behavioral information.

Q3 Employee benefits and (especially in British English) benefits in kind (also called fringe benefits, perquisites, perqs or perks) are various non-wage compensations provided to employees in addition to their normal wages or salaries.[1] In instances where an employee exchanges (cash) wages for some other form of benefit is generally referred to as a 'salary sacrifice' or 'salary exchange' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree. Examples of these benefits include: housing (employer-provided or employer-paid), group insurance (health, dental, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education, and other specialized benefits. The purpose of the benefits is to increase the economic security of employees.

The term perqs (also perks) is often used colloquially to refer to those benefits of a more discretionary nature. Often, perks are given to employees who are doing notably well and/or have seniority. Common perks are take-home vehicles, hotel stays, free refreshments, leisure activities on work time (golf, etc.), stationery, allowances for lunch, andwhen multiple choices existfirst choice of such things as job assignments and vacation scheduling. They may also be given first chance at job promotions when vacancies exist.

Q4 Stock-taking or inventory checking is the physical verification of the quantities and condition of items held in an inventory or warehouse. This may be done to provide an audit of existing stock valuation. It is also the source of stock discrepancy information. Stock-taking may be performed as an intensive annual check or may be done continuously by means of a cycle count. The beginning of a New Year is a good opportunity for taking stock of our position. Certainly I947 has produced many upheavals for the medical profession and these can now be regarded more soberly, as they begin to fit into their proper perspective.First the Health Bill, it has now passed through its three readings and I948 should see it being brought into operation. There has already been one postponement and since the Government can be relied upon for their almost alarming surpriseswho could have expected the Chancellor of the Exchequer to resign within twenty-four hours of his Budget ?-there may be even further delays.Many would still like to see considerable changes in this rather unwieldy legislation. A more gradual process of nationalization starting with the 'health' services and progressing through hospitals to specialist services and finally embracing the general practitioner, would have spread out the unavoidable difficulties and expense over a longer period. Both patient and doctor usually subscribe to those views of Charles Lamb, 'I am, in plain words, a bundle of prejudices-made up of likings and dislikings.' To forget these prejudices or worse still, to deny their existence, gives little chance for healing Q5 Performance management includes processes that effectively communicate company aligned goals, evaluate employee performance and reward them fairly. Clear goal planning, skill development and a true pay-for-performance culture are talent management practices that successful companies use to demonstrate their employees are valued. Effective performance and talent management has been proven to increase employee morale and overall productivity. Engaged, productive employees are essential to any company outperforming its competition. Rising costs, increased competition and time necessary to hire and train new talent have made retention of your top performers imperative to the bottom line. Recognizing gaps and developing skills enables managers to properly map out succession plans while employees develop attainable career paths

Personnel Management Concept

Section A
1 Personnel management can be defined as obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with employees at work and with their relationship within the organization. According to Flippo, Personnel management is the planning, organizing, compensation, integration and maintainance of people for the purpose of contributing to organizational, individual and societal goals. According to Brech, Personnel Management is that part which is primarily concerned with human resource of organization.

Dropdown lists of the policy Sections in the header on every page Lists of the policy Subsections below the title with links to each PDF printer-friendly version of each Section PDF and MS Word printer-friendly versions of each policy Policy History in PDF format Links to the Statutory Authority Links to the Administrative Code Links to copies of old policies

This manual contains the policies, regulations, and procedures of the Office of State Personnel which apply to employees of state agencies, universities, boards and commissions that are covered by the provisions of the State Personnel Act. Policies and regulations approved by the State Personnel Commission are presented in fourteen major sections. You will find the Administrative Code Subchapter with each section.

Human resources planning is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.

4The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content atinstitutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market[who?]recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development. 5 Human resource Accounting is the process of identifying and reporting the Investments made in the Human Resources of an Organisation that are presently not accounted for in the conventional accounting practices. In simple terms, it is an extension of the Accounting Principles of matching the costs and revenues and of organising data to communicate relevant information in financial terms. The Quantification of the value of Human Resources helps the management to cope up with the changes in its quantum and quality so that equilibrium can be achieved in between the required resources and the provided human resources. 6 A wage is a compensation, usually financial, received by workers in exchange for their labor. Compensation in terms of wages is given to workers and compensation in terms of salary is given to employees. Compensation is a monetary benefit given to employees in return for the services provided by them 7 A salary is a form of periodic payment from an employer to an employee, which may be specified in an employment contract. It is contrasted with piece wages, where each job, hour or other unit is paid separately, rather than on a periodic basis.

From the point of a business, salary can also be viewed as the cost of acquiring human resources for running operations, and is then termed personnel expense or salary expense. In accounting, salaries are recorded in payroll accounts. 8 A performance appraisal, employee appraisal, performance review, or (career) development discussion[1] is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the correspondingmanager or supervisor.[2] A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone. 9 A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative,[1] but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

There are two basic kinds of personnel research: basic and applied. In general, basic research is universalistic: it tries to uncover truths about personnel issues that apply across different people and organizations. Applied research is particularistic: it tries to understand what is happening to a specific set a people in a particular situation or setting. Basic research is more likely to be performed by academics and published in scholarly journals. Applied research is more likely to be performed by human resource managers and personnel consultants.
10

The difference between basic research and applied research is similar to the difference between science and technology. While science is fundamental to technology, the purpose of scientific work is simply to understand how all things work, while the purpose of technological work is to apply that understanding to making stuff happen

Section B

Q1 Personnel Department existed a decade ago......but due to rapid change in

the corporate world....personnel management got merged into HR department and it came to known as HRD. One will usually find the Personnel Manager in the Manufacturing Companies where they have their manufacturing factories.... the roles of the Personnel Manager are:

1) 2) 3) 4) 5) 6) 7)

Liasioning Activities with the Government authorities Solving Employee or workers related problems Handling Payroll and PF related matters... Handling contract labors and renewing their license...... Training & Development Performance Appraisal Recruuitment & Induction

The above are the functions a Personnel Manager plays in aq organisation. Q2

i) To Achieve the objectives of the organisation: Polices are guide to action towards the objectives of the organisation so they must be known to ever concerned person in order to concentrate their efforts towards the objectives. (ii) Uniformity in decisions: Personnel polices furnish the general standard or basis on which decisions are reached. Decisions in one organisation are taken by the various line authorities keeping in view the personnel polices and thus uniformity of action is maintained similar cases. There is the least possibility of workers' exploitation through base decisions. (iii) Delegation of authority possible: Delegation of authority means assigning work to others and give them authority to do it. Personnel policies help the executives at various levels of decision centres to act with confidence without consulting the superiors every time. They give a manger liberty to choose the alternatives provided an to decide upon the action. (iv) Better control: Better control : As personnel polices specify relationship among organisation, management and workers, 50 each group works for the achievement of the large objectives of the organisation without any policy conflicts. Thus it provides better control. (v) Evaluating Efficiency: Policy provides standards the execution of work. Efficiency of each group may be evaluated by performance in the light of the policy. It may be assessed whether organisation has achieved the desired results set in the policy. Policy maybe amended or a new policy mat be formulated in the light of the actual performance. (vi) Confidence: Policy provides the workers a security against exploitation. It creates confidence in the in the employees. They may know where they stand in relation to the organisation. (vii) Motivation of workers: Policy makes the employee aware of the objectives of the organisation and guides the workers in achieving them. So they work enthusiastically and with loyalty to gt those objectives. (viii) Guide to management: Policy provides guidance to management in relation to the personnel problems they resolve how to get work done by the people at work or how to behave them. Q3

Primary sourcing/phone sourcing

In recruiting and sourcing, this means the leveraging of techniques (primarily the phone) to identify candidates with limited to no presence of these individuals in any easily accessible public forum (the Internet, published list, etc.). It requires the uncovering of candidate information via a primary means of calling directly into organizations to uncover data on people, their role, title and responsibilities. The term "phone sourcers" or "phone name generator" or "telephone names sourcer" generally applies to the utilization of primary sourcing techniques.[1] [edit]Secondary

sourcing/Internet sourcing

In recruiting and sourcing, this means the using of techniques (primarily the Internet and utilizing advanced Boolean operators) to identify candidates. Individuals in the recruiting industry that have deep

expertise in uncovering talent in the harder to reach places on the internet (forums, blogs, alumni groups, conference attendee lists, personal home pages, etc.). The term "internet sourcer", "Internet name generator" or "internet researcher" generally applies to the use of secondary sourcing techniques.[2][3] [edit]Examples

of sourcing techniques

Sourcing for candidates refers to proactively identifying people who are either a) not actively looking for job opportunities (passive candidates) or b) candidates who are actively searching for job opportunities (active candidates), though the industry also recognizes the existence of 'active candidate sourcing' using candidate databases, job boards and the like. Though there has been much debate within the staffing community as to how to accurately define an "active candidate" versus a "passive candidate," typically either term is irrelevant to a candidate sourcer as the status of any particular candidate can change from moment to moment or with a simple phone call from a recruiter that happens to present a job opportunity. The status of being an "active" or "passive" candidate is fluid and changes depending on the circumstances, including the position being offered. Activities related to sourcing in recruiting can also be categorized into "push activities" and "pull activities." Push activities are activities undertaken to reach out to the target audience. This generally includes headhunting, HTML mailers, referral follow-ups, etc. Pull activities are activities that result in applicants coming to know of an opportunity on their own. Pull activities may include the following: advertising on a microsite with a registration process (this makes search engines index the ad), advertising (in newspapers, on cable TV, through flyers/leaflets, etc.), posting a job in job portals, etc. In summary, a push activity is akin to a direct marketing activity, whereas pull activities are more indirect marketing of the same concept. Both ideally result in applicants becoming interested and the interest triggering a response (applying, referring, calling, sending an SMS, etc.). These action triggers are also sometimes referred to as Call To Action (CTA) steps. [edit]Proactive

techniques

1.

Using Boolean operators on major search engine sites (Google, Live.com, Yahoo!, etc.) to identify potential candidates who might meet the criteria of the position to be filled based on targeted keywords. Example string in Google: "SAP consultant" (resume | CV | "curriculum vitae").
[4]

2.
3.

Searching for candidates in job board resume databases (e.g. Monster.com) using keywords related to the position requirements. Looking in own recruitment database. 4. Networking with individuals to uncover candidates. This includes the use of social networking tools and sites such as LinkedIn. 5. "Phone sourcing" or cold calling into companies that might contain individuals that match the key requirements of the position that needs to be filled

Q4

There are many types of performance appraisal methods. Some of them are :

1) job results/outcome
2) essay method 3) Ranking

4) Forced Distribution 5) Graphic Rating Scale 6) Behavioral Checklist 7) Behavioral Anchored Rating Scales (BARS) 8) Management by Objectives (MBO) Job Results Though not an appraisal method per se, job results are in themselves a source of data that can be used to appraise performance. Typically, an employee's results are compared against some objective standard of performance. This standard can be absolute or relative to the performance of others. Essay Method The essay method involves an evaluator's written report appraising an employee's performance, usually in terms of job behaviors and/or results. The subject of an essay appraisal is often justification of pay, promotion, or termination decisions, but essays can be used for developmental purposes as well. Ranking Ranking methods compare one employee to another, resulting in an ordering of employees in relation to one another. Rankings often result in overall assessments of employees, rather than in specific judgments about a number of job components. Straight ranking requires an evaluator to order a group of employees from best to worst overall or from most effective to least effective in terms of a certain criterion. Alternative ranking makes the same demand, but the ranking process must be done in a specified manner Forced Distribution Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution. Unlike ranking methods, forced distribution is frequently applied to several rather than only one component of job performance. Graphic Rating Graphic rating scales are one of the most common methods of performance appraisal. Graphic rating scales require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work Mixed Standard Scales Mixed standard scales are a relatively recent innovation in rating scales. They contain statements representing good, average, and poor performance based on behavioral examples obtained from knowledgeable persons, usually supervisors. An evaluator's task is to indicate whether an employee either fits the statement, is better than the statement, or worse than the statement

Behavioral Checklist A behavioral checklist is a rating form containing statements describing both effective and ineffective job behaviors. These behaviors relate to a number of behavioral dimensions determined to be relevant to the job. BARS - Behaviorally Anchored Rating Scales Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent a continuum of descriptive statements of behaviors ranging from least to most effective. An evaluator must indicate which behavior on each scale best describes an employee's performance Management by Objectives Management by objectives (MBO) involves setting specific measurable goals with each employee and then periodically discussing his/her progress toward these goals. The term MBO almost always refers to a comprehensive organization-wide goal setting and appraisal program that consist of six main steps: 1. Set the organization?s goals. Establish organization-wide plan for next year and set goals. 2. Set departmental goals. Here department heads and their superiors jointly set goals for their departments 3. Discuss and allocate department goals. Department heads discuss the department's goals with all subordinates in the department

Compensation Management
Section B

The term 'social wage' is used frequently in New Zealand in a journalistic sense, to mean something like public expenditure on health, education, housing and social welfare. Raising the social wage is seen as a 'left-wing' alternative to tax cuts as a means of spending public sector surpluses. The term, not easily pinned down, is not widely used by economists. To some extent, it is a term associated with a 'political economy perspective', used by Marxist or 'social' economists rather than neo-classical practitioners. When using the term, social economists tend to focus mainly on the four items listed above, over which there is a near consensus. However, cash benefits (transfers) are sometimes excluded, as in the phrase "transfers and social wage benefits" (abstract to Castles 1988), while all noncash benefits have also been excluded (Gough 1979, p.116).
Q1

My definition of social wage focuses on the word 'wage', taking it to mean any factor payment rather than a payment specifically to 'labour'. Thus a salary is a wage. Profits

and interest are the wages of capital. The social wage is the income accruing to the public interest, transcending the traditional class interests of labour and capital. Some would regard all government expenditure as the social wage, on the grounds that all public expenditure is ultimately for the benefit of the entire community. Others would adopt a much narrower definition and view it as expenditure on education, health, social security and housing ... There is no consensus about exactly what the social wage consists of, how it can be measured, or the extent to which it is to be an instrument for achieving greater equality.
Q2 Internal Equity
The internal equity method undertakes the job position in the organizational hierarchy. The process aims at balancing the compensation provided to a job profile in comparison to the compensation provided to its senior and junior level in the hierarchy. The fairness is ensured using job ranking, job classification, level of management, level of status and factor comparison. External Equity Here the market pricing analysis is done. Organizations formulate their compensation strategies by assessing the competitors or industry standards. Organizations set the compensation packages of their employees aligned with the prevailing compensation packages in the market. This entails for fair treatment to the employees. At times organizations offer higher compensation packages to attract and retain the best talent in their organizations.

Q3
1

[An Act to provide for the payment of bonus to persons employed in certain establishments on the basis of profits or on the basis of production or productivity and for matters connected therewith.] BE it enacted by Parliament in the Sixteenth Year of the Republic of India as follows:1. Short title, extent and application.-(1) This Act may be called the Payment of Bonus Act, 1965. (2) It extends to the whole of India2[***]. (3). Save as otherwise provided in this Act, it shall apply to (a) every factory; and (b) every other establishment in which twenty or more persons are employed on any day during an accounting year. 3 [Provided that the appropriate Government may, after giving not less than two months notice of its intention so to do, by notification in the Official Gazette, apply the provisions of this Act with effect from; such accounting year as may be specified in the notification, to any establishment or class of establishment [including an establishment being a factory within the meaning of sub-clause (ii) of clause (m) of section 2 of the Factories Act, 1948 (63 of 1948)] employing such number of persons less than twenty

1 2

Subs. by Act 23 of 1976, sec. 2, for the long title (w.r.e.f 25-9-1975). The words except the State of Jammu and Kashmir omitted by Act 51 of 1970, sec. 2 and sch. (w.e.f 1-91971). 3 Ins. by Act 23 of 1976, sec. 3 (w.r.e.f 1-9-1975).

as may be specified in the notification; so, however, that the number of persons so specified shall in no case be less than ten.] (4). Save as otherwise provided in this Act, the provisions of this Act shall, in relation to a factory or other establishment to which this Act applies, have effect in respect of the accounting year commencing on any day in the year 1964 and in respect of every subsequent accounting year:
4

[Provided that in relation to the State of Jammu and Kashmir, the reference to the accounting year commencing on any day in the year 1964 and every subsequent accounting year shall be construed as reference to the accounting year commencing on any day in the 1968 and every subsequent accounting year:]
4

[Provided further that when the provisions of this Act have been made applicable to any establishment or class of establishments by the issue of a notification under the proviso to subsection (3), the reference to the accounting year commencing on any day in the year 1964 and every subsequent accounting year or, as the case may be the reference to the accounting year commencing on any day in the year 1968 and every subsequent accounting year, shall, in relation to such establishment or class of establishments, be construed as a reference to the accounting year specified in such notification and every subsequent accounting year.] (5) An establishment to which this Act applies 1[***] shall continue to be governed by this Act notwithstanding that the number of person employed therein falls below twenty 2[or, as the case may be, the number specified in the notification issued under the proviso to sub-section (3)]. 2. (1) (i) (ii) Definition.- In this Act, unless the context otherwise requires,accounting year means in relation to a corporation, the year ending on the day on which the books and accounts of the corporation are to be closed and balanced. in relation to a company, the period in respect of which any profit and loss account of the company laid before it in annual general meeting is made up, whether that period is a year or not;

(iii) in any other case (a) the year commencing on the 1st day of April; or (b) if the accounts of an establishment maintained by the employer thereof are closed and balanced on any day other than the 31st day of March, then, at the option of the employer, the year ending on the day on which its accounts are so closed and balanced: Provided that an option once exercised by the employer under paragraph (b) of this sub-clause shall not again be exercised except with the previous permission in writing of the prescribed authority and upon such conditions as that authority may think fit; (2)
4 1

agricultural income shall have the same meaning as in the Income-tax

Added by Act 51 of 1970 sec. 2 and sch. (w.e.f 1-9-1971) The words under clause (b) of sub-section (3) omitted by Act pf 1976, sec. 3 (w.r.e.f. 25.9.1975) 2 Added by Act 23 of 1976, sec. 3 (w.r.e.f. 25.9.1975)

Act; agricultural income-tax law means any law for the time being in force relating to the levy of tax on agricultural income; (4) allocable surplus means(a) in relation to an employer, being a company 3[(other than a banking company)] which has not made the arrangements prescribed under the Income-tax Act for the declaration and payment within India of the dividends payable out of its profits in accordance with the provisions of section 194 of that Act, sixty-seven per cent of the available surplus in an accounting; year; (b) in any other case, sixty percent of such available surplus; 1 [***] (3) (5) appropriate Government means-

(i) in relation to an establishment in respect of which the appropriate Government under the Industrial Disputes Act, 1947 (14 of 1947), is the Central Government, the Central Government; (ii) in relation to any other establishment, the Government of the State in which that other establishment is situate; (6) available surplus means the available surplus computed under section 5; (7) award means an interim or a final determination of any industrial dispute or of any question relating thereto by any Labour Court, Industrial Tribunal or National Tribunal constituted under the Industrial Disputes Act, 1947 (14 of 1947), or by any other authority constituted under any corresponding law relating to investigation and settlement of industrial disputes in force in a State and includes an arbitration award made under section 10A of that Act or under that law; (8) banking company means a banking company as defined in section 5 of the Banking Companies Act, 1949 (10 of 1949), and includes the State Bank of India, any subsidiary bank as defined in the State Bank of India (Subsidiary Banks) Act, 1959 (38 of 1959) 2[any corresponding new bank specified in the First Schedule to the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970 (5 of 1970), 3[any corresponding new bank constituted under section 3 of the Banking Companies (Acquisition and Transfer of Under takings) Act, 1980 (40 of 1980),] any co-operative bank as defined in clause (bii) of section 2 of the Reserve Bank of India Act, 1934 (2 of 1934),] and any other banking institution which may be notified in this behalf by the Central Government; (9) company means any company as defined is section3 of the Companies Act, 1956 (1 of 1956), and includes a foreign company within the meaning of section 591 of that Act; (10) co-operative society means society registered or deemed to be registered under the Cooperative Societies Act, 1912 (2 of 1912), or any other law for the time being in force in any State relating to co-operating societies; (11) corporation means any body corporate established by or under any Central, Provincial or State Act but does not include a company or a co-operative society; (12) direct tax meansany tax chargeable under(i) the Income-tax Act; (ii) the Super Profits Tax Act, 1963 (14 of 1963); (iii) the Companies (Profits) Surtax Act, 1964 (7 of 1964); (iv) the agricultural income-tax law; and
3 1

Omitted by Act 23 of 1976, sec. 4(w.r.e.f. 25.9.1975) and ins. by Act 66 of 1980, sec. 2 (w.r.e.f. 21.8.1980) Certain words omitted by Act 23 of 1976, sec. 4 (w.r.e.f. 25.9.1975) 2 Ins. by Act 23 of 1976, sec. 4 (w.r.e.f. 25.9.1975) 3 Ins. by Act 66 of 1980, sec. 2 (w.r.e.f. 21.8.1980)

(b)

any other tax which, having regard to its nature or incidence, may by declared by the Central Government, by notification in the Official Gazette, to be a direct tax for the purposes of this Act; (13) employee means any person (other than an apprentice) employed on a salary or wage not exceeding 1[three thousand and five hundred rupees] per mensem in any industry to do any skilled or unskilled manual, supervisory, managerial, administrative, technical or clerical work for hire or reward, whether the terms of employment be express or implied; (14) employer includes(i) in relation to an establishment which is a factory, the owner or occupier of the factory, including the agent of such owner or occupier, the legal representative of a deceased owner or occupier and where a person has been named as a manager of the factory under clause (f) of sub-section (1) of section 7 of the Factories Act, 1948 (63 of 1948), the person so named; and (ii) in relation to any other establishment, the person who, or the authority which, has the ultimate control over the affairs of the establishment and where the said affairs are entrusted to a manager, managing director or managing agent, such manager, managing director or managing agent; (15) establishment in private sector means any establishment other than an establishment in public sector; (16) establishment in public sector means an establishment owned, controlled or managed by(a) a Government company as defined in section 617 of the Companies Act, 1956 (1 of 1956); (b) a corporation in which not less than forty per cent of its capital is held (whether singly or taken together) by(i) the Government; or (ii) the Reserve Bank of India; or (iii) a corporation owned by the Government or the Reserve Bank of India; factory shall have the same meaning as in clause (m) of section 2 of the Factories Act, 1948 (63 of 1948); gross profits means the gross profits calculated under section 4; Income-tax Act means the Income-tax Act, 1961 (43 of 1961); prescribed means prescribed by rules made under this Act; salary or wage means all remuneration (other than remuneration in respect of over-time work) capable of being expressed in terms of money, which would, if the terms of employment, express or implied, were fulfilled, be payable to an employee in respect of his employment or of work done in such employment and includes dearness allowance (that is to say, all cash payments, by whatever name called, paid to an employee on account of a rise in the cost of living), but does not include(i) any other allowance which the employee is for the time being entitled to; (ii) the value of any house accommodation or supply of light, water, medical attendance or other amenity or of any service or of any concessional supply of food grains or other articles; (iii) any traveling concession; (iv) any bonus (including incentive, production and attendance bonus); (v) any contribution paid or payable by the employer to any pension fund or provident fund or for the benefit of the employee under any law for the time being in force;

(17) (18) (19) (20) (21)

subs. by Act 34 of 1995, sec. 2 for two thousand and five hundred rupees (w.r.e.f. 1.4.1993)

(vi) any retrenchment compensation or any gratuity or other retirement benefit payable to the employee or any ex gratia payment made to him; (vii) any commission payable to the employee.
Explanation. Where an employee is given in lieu of the whole or part of the salary or wage payable to him, free food allowance or free food by his employer, such food allowance or the value of such food shall, for the purpose of this clause, be deemed to from part of the salary or wage of such employee;

(22) words and expressions used but not defined in this Act and defined in the Industrial Disputes Act, 1947 (14 of 1947) shall have the meanings respectively assigned to them in that Act. Q4
The Workmens Compensation Act, 1923 provides for payment of compensation to workmen and their dependants in case of injury and accident (including certain occupational disease) arising out of and in the course of employment and resulting in disablement or death. The Act applies to railway servants and persons employed in any such capacity as is specified in Schedule II of the Act. The schedule II includes persons employed in factories, mines, plantations, mechanically propelled vehicles, construction works and certain other hazardous occupations. The amount of compensation to be paid depends on the nature of the injury and the average monthly wages and age of workmen.The minimum and maximum rates of compensation payable for death (in such cases it is paid to the dependents of workmen) and for disability have been fixed and is subject to revision from time to time. A Social Security Division has been set up under the Ministry of Labour and Employment , which deals with framing of social security policy for the workers and implementation of the various social security schemes. It is also responsible for enforcing this Act. The Act is administered by the State Governments through Commissioners for Workmen's Compensation. The main provisions of the Act are:-

An employer is liable to pay compensation:- (i) if personal injury is caused to a workman by accident arising out of and in the course of his employment; (ii) if a workman employed in any employment contracts any disease, specified in the Act as an occupational disease peculiar to that employment.

However, the employer is not liable to pay compensation in the following cases:-

If the injury does not result in the total or partial disablement of the workman for a period exceeding three days.

If the injury, not resulting in death or permanent total disablement, is caused by an accident which is directly attributable to:- (i) the workman having been at the time of the accident under the influence of drink or drugs; or (ii) the willful disobedience of the workman to an order expressly given, or to a rule expressly framed, for the purpose of securing the safety of workmen; or (iii) the willful removal or disregard by the workman of any safety guard or other device which has been provided for the purpose of securing safety of workmen.

The State Government may, by notification in the Official Gazette, appoint any person to be a Commissioner for Workmen's Compensation for such area as may be specified in the notification. Any Commissioner may, for the purpose of deciding any matter referred to him for

decision under this Act, choose one or more persons possessing special knowledge of any matter relevant to the matter under inquiry to assist him in holding the inquiry.

Compensation shall be paid as soon as it falls due. In cases where the employer does not accept the liability for compensation to the extent claimed, he shall be bound to make provisional payment based on the extent of liability which he accepts, and, such payment shall be deposited with the Commissioner or made to the workman, as the case may be.

If any question arises in any proceedings under this Act as to the liability of any person to pay compensation (including any question as to whether a person injured is or is not a workman) or as to the amount or duration of compensation (including any question as to the nature or extent of disablement), the question shall, in default of agreement, be settled by a Commissioner. No Civil Court shall have jurisdiction to settle, decide or deal with any question which is by or under this Act required to be settled, decided or dealt with by a Commissioner or to enforce any liability incurred under this Act.

The State Government may, by notification in the Official Gazette, direct that every person employing workmen, or that any specified class of such persons, shall send at such time and in such form and to such authority, as may be specified in the notification, a correct return specifying the number of injuries in respect of which compensation has been paid by the employer during the previous year and the amount of such compensation together with such other particulars as to the compensation as the State Government may direct.

Whoever, fails to maintain a notice-book which he is required to maintain; or fails to send to the Commissioner a statement which he is required to send; or fails to send a report which he is required to send; or fails to make a return which he is required to make, shall be punishable with fine.

Q5 The primary elements of compensation for the executive officers are a base salary, an annual bonus paid in cash

and a long-term incentive award denominated and usually paid in shares of Company stock. The executive officers are also eligible for certain other benefits and perquisites that are intended to be a part of a competitive compensation package that provides health, welfare, savings and retirement programs comparable to those provided to employees and executives at other companies in our industry. Some elements of compensation are related, meaning that the value of one element affects the value of another element. Increasing base salary increases target bonus opportunities, savings, pension and disability benefits. Increasing or decreasing bonuses also affect pension and savings plan benefits, but long-term incentive awards are excluded from calculation of pension and savings plan benefits. 30 The purpose, key characteristics and target pay levels of each element of compensation are in the following table.

SUPPLEMENTARY TABLE 6ELEMENTS OF COMPENSATION

Pay Element

Description/Purpose

Target Pay Level

Base Salary

Compensate for day-to-day performance at the executive's level Approximately at or slightly above of responsibility based on the executive's skills, experience and the median of the peer group. accomplishments. Support attracting and retaining executive talent. Base salaries are considered fixed compensation, paid in cash and short-term. Motivate and reward current year results by aligning efforts across the Company to achieve specific measurable results. Bonuses are considered variable compensation, are based on annual performance and paid in cash. Combined base salary and target bonus opportunity approximately at the median of the peer group (or above or below based on performance).

Annual Bonus

Long-term Incentives

Motivate and reward long-term results, typically over three

Combined base salary, target bonus

years, by aligning efforts to achieve specific measurable results opportunity and target long-term and increase the market price of the Company's Common Stock. incentive opportunity The long-term incentives are considered variable compensation, approximately at the median of the based on long-term Company performance and are paid in stock. peer group (or above or below based on performance).

Employee Benefits(1)

Protect against catastrophic expenses and loss of income (health, Combined value approximately at disability and life insurance plans) and provide retirement income (savings and pension). There are features in the savings and pension programs that preserve or restore benefits that are reduced or otherwise limited by IRS rules for those plans. Executives participate in these "restoration" features on the same basis as all other employees. the median of general industry.

Perquisites

Assist in attracting and retaining executive talent at a practical value for the Company.

Approximately at or below median of general industry.

PostTermination

Provide the basis for rapid transition out of the Company that is Approximately at median of peer fair to the executive and to the Company by providing group.

Compensatio temporary income following an executive's involuntary n (1) The benefit plan descriptions in this proxy statement and accompanying the following tables provide an explanation of the major features of our employee benefit plans. These plans are administered and governed at all times by the official plan documents and the descriptions in the proxy statement of these plans are termination (other than for cause).

qualified in their entirety by reference to the applicable document. The Company reserves the right to amend, suspend or terminate the plans completely

Manpower Planning & Development

Section A

HR means employees in organisation, who work to increase the profit for organisation.
1

Development, it is acquisition of capabilities that are needed to do the present job, or the future expected job. After analyzing Human Resource and Development we can simply stated that, HRD is the process of helping people to acquire competencies. Climate, this is an overall feeling that is conveyed by the physical layout, the way employees interact and the way members of the organisation conduct themselves with outsiders. 2
Delphi method ( /dlfa/ DEL-fy) is a structured communication technique, originally developed as a systematic, interactiveforecasting method which relies on a panel of experts.[1] In the standard version, the experts answer questionnaires in two or more rounds. After each round, a facilitator provides an anonymous summary of the experts forecasts from the previous round as well as the reasons they provided for their judgments. Thus, experts are encouraged to revise their earlier answers in light of the replies of other members of their panel. It is believed that during this process the range of the answers will decrease and the group will converge towards the "correct" answer. Finally, the process is stopped after a pre-defined stop criterion (e.g. number of rounds, achievement of consensus, stability of results) and the mean or median scores of the final rounds determine the results.[2]

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

potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning. Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression (Charan, Drotter, Noel, 2001). In contrast, replacement planning is focused narrowly on identifying specific

back-up candidates for given senior management positions. For the most part position-driven replacement planning (often referred to as the "truck scenario") is a forecast, which research indicates does not have substantial impact on outcomes. 4 Macro level planning is usually done on a large scale keeping in view the need of a wider sector. An example is given to understand the Macro level planning better. The example is based on Indian Governments plans to handle an increased inflow of tourists, as plans were afloat to increase tourist arrivals by 1.5 percentage. The plan broadly centred around two major points: 1 ) Human Resource available at time of the planning period; and 2) Human Resource requirements in future. The first aspect was based on the people - both skilled and unskilled - working in the tourism and its allied industry. An estimate was approximately decided upon to find a number understandable.

5 Employee counselling is a psychological health care intervention which can take many forms. Its aim is to assist both the employer and employee by intervening with an active problem-solving approach to tackling the problems at hand. The costs to industry and commerce each year associated with employees poor psychological health are enormous. A significant proportion of the Gross National Product (GNP) of industrialized countries is lost each year through ill-health, particularly in respect of stress-related illness.

6 Manpower Planning which is also called as Human Resource Planning consists of putting right number
of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: 1. 2. 3. 4. Analysing the current manpower inventory Making future manpower forecasts Developing employment programmes Design training programmes

Job enlargement means increasing the scope of a job through extending the range of its job

duties and responsibilities generally with in the same level and periphery. This contradicts the principles of specialisation and the division of labour whereby work is divided into small units, each of which is performed repetitively by an individual worker. Some motivational theories suggest that the boredom and alienation caused by the division of labour can actually cause efficiency to fall. Thus, job enlargement seeks to motivate workers through reversing the process of specialisation. A typical approach might be to replace assembly lines with modular work;

instead of an employee repeating the same step on each product, they perform several tasks on a single item. In order for employees to be provided with Job Enlargement they will need to be retrained in new fields which can prove to be a lengthy process. 8 Employee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organisation kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. In this sense, retention becomes the strategies rather than the outcome 9 It is about identifying preferred behaviours and personal skills which distinguish excellent and outstanding performance from the average.A Competency is the ingredients (skills, knowledge, attributes and behaviours) that contribute to excellence. The use of Competencies can include: assessment during recruitment, assessment during further development; as a profile during assessment to guide future development needs; succession planning and promotion; organisational development analysis.Techniques used to map Competencies include Critical Incident Analysis and Repertory Grid. Job enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. It is an idea that was developed by the American psychologist Frederick Hertzberg in the 1950s. It can be contrasted to job enlargement which simply increases the number of tasks without changing the challenge. As such job enrichment has been described as 'vertical loading' of a job, while job enlargement is 'horizontal loading'. An enriched job should ideally contain:
10

A range of tasks and challenges of varying difficulties (Physical or Mental) A complete unit of work - a meaningful task Feedback, encouragement and communication

Section B
Q1

Employee engagement, also called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture.

Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees Performance appraisal

Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement.9 Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family Friendliness A persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

Q2 Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: 1. 2. 3. 4. Analysing the current manpower inventory Making future manpower forecasts Developing employment programmes Design training programmes

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing 2. 3.
and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions. Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Seting of large scale enterprises require management of large scale manpower. It can be effectively done through staffing function. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.

4.

5. Higher productivity- Productivity level increases when resources are utilized in best possible
manner. higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and it's related activities ( Performance appraisal, training and development, remuneration)

Employee counselling is a psychological health care intervention which can take many forms. Its aim is to assist both the employer and employee by intervening with an active problem-solving approach to tackling the problems at hand.
Q3

The costs to industry and commerce each year associated with employees poor psychological health are enormous. A significant proportion of the Gross National Product (GNP) of industrialized countries is lost each year through ill-health, particularly in respect of stress-related illness. These costs increase substantially when lost productivity resulting from stress-related inefficiency and incompetence is taken into account. Stress-related incompetence is not inevitable though. Employee counselling can do much to prevent the negative effects of stress at an individual level and ultimately at an organizational level

The focus of counselling sessions is to encourage discussion of personal and workrelated difficulties. This is often followed by the adoption of an active problem-solving approach to tackle the problems at hand. The specific aims of employee counselling are to:

Explore and find the key sources of difficulty. Review the individuals current strategies and styles of coping. Implement methods of dealing with the perceived problem, thereby alleviating the issue. Often, this step may involve also improving interpersonal relations at work and/or improving personal performance. Evaluate the effectiveness of the chosen strategies.

Q5

1.

Analysing the current manpower inventory- Before a manager makes forecast of future manpower, the current manpower status has to be analysed. For this the following things have to be noted-

Type of organization Number of departments Number and quantity of such departments Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future manpower forecasts are
known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows:

a. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi
technique.

b. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past
trends), indexation (using base year as basis), and statistical analysis (central tendency measure). c. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. d. Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements. e. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis. Developing employment programmes- Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. Design training programmes- These will be based upon extent of diversification, expansion plans, development programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

3. 4.