Professional Documents
Culture Documents
SUSHANT SHARMA
CONCEPTS
MANAGEMENT Accomplishment of organizational objectives by utilizing physical, & financial resources through the efforts of human resources. RESOURCES - factors/means of production that results in conversion of raw materials into useful goods/services.
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Evolution of concept of HR
1. Labour / Manpower denotes physical abilities & capacities of employees commodity-wages based on demand & supply 2. Personnel persons employed in service employees as a whole 3. HR- denotes resources of all the people who contribute their services to the attainment of organizational goals
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Human Resources
HR is the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce as well as the values, attitudes and beliefs of the individuals involved.
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Human Resource Management Defined as the art of procuring, developing and maintaining competent workforce to achieve goals of an organization in an effective and efficient manner.
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PERSONNEL MGT Mgmt of people employed Man is an economic resource/service exchanged for wage / salary Commodity that can be purchased & used Employees are cost centers, mgmt controls cost Used organisational benefit Auxiliary function
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HRM Mgmt of KSA, abilities, attititudes.. Man is an economic, social & psychological Treated as a valuable resource Profit centre- invest capital for development & future use Used for organisation, individual & family benefit Strategic mgmt function
OBJECTIVES OF HRM 1. Review the organization structure and firm it up in line with the Organizational goals. To introduce the Task Force concept (after due concurrence of the concerned), thus giving a objective orientation to the reporting relationships. 2. Employ the skills & abilities of the workforce efficiently
3. Provide the organization with well trained & motivated employees 4. Increase to the fullest the employee's job satisfaction & self 5. Develop & maintain a quality of work life actualization
6. Communicate HR policies to all employees. 7. Ethically & socially responsive to the needs of society.
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Functions of HRM
A. Managerial Functions: Planning, Organizing, Directing , Controlling B. Operative Functions: Procurement functions, Development functions, Motivation & compensation, Maintenance, Integration, & Separation.
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Managerial Functions
Planning Determine the personnel programme regd recruitment, selection, & training to achieve desired objectives. Organizing design structure of relationships b/w jobs, personnel and physical factors. Directing Getting people to do work willingly & effectively thro supervision and guidance, motivation & leadership. Controlling ensure accomplishment of plans correctly- measure performance thro review reports, records, Employees satisfaction survey etc.
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Operative Functions
1. 2. 3. 4. 5. 6. Procurement Function concerned with procuring & employing people with required knowledge, skill and aptitude. Development Increase of skills, knowledge abilities etc Motivation & compensation inspire people to give best-through incentives & rewards Integration of goals thro programs, re-dressal, negotiations. Maintenance protecting & preserving physical and psychological health of employees Separation
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Procurement
Development
Integration
Maintenance
Separatio n Retirement
Layoff
Executive development
Outsourcin g
Selection
Job evaluation
Collective bargaining
Discharge
Placement
Performance appraisal
Internal Mobility
a. Personnel Attributes: Initiative, resourcefulness, perception, maturity, analytical ability, unbiased, thorough with labour laws, understanding of human behaviour, Patience, Understanding, empathy, Perseverance
1. PROCUREMENT
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3. Classifying &categorizing labour requirement and various jobs by level of skill, responsibility, nature of work (office/site), Staff category reqt
4. Determining the duration of each category of job at Tendering stage Updating it during execution stage providing for lead time
Estimating the nos required in view of the anticipated rates of absenteeism and labour turnover, and the stability factor
Putting price for each job wage/pay by considering full. factors Level of skill reqd. Job Knowledge reqd. Degree of responsibility Nature of hazards/unpleasantness in the job Minimum Wages law Relative wage structure in the Co. Area Practices going wage rates in the industry &the area Job duration-temporary, casual Career opportunities Special attention wages Guesstimate at the tender stages Critical skills Lead Time
1. Steps of Recruitment
Forecast of personnel requirements Manning charts and personnel inventories. Developing sources of manpower supply for all levels of the company. Registration of vacancies. Notification of vacancies to those who seek employment. Receiving applications and making master roster. Selection tests: physical tests, trade tests, personality tests, employment interview. Final selection and appointment. Job description, job analysis, job evaluation.
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ABCD is a MNC construction firm. the firm has been awarded a project of constructing a township consisting of : - 250 flats of three BHK admeasuring 1300 square feet each - 50 commercial places ad-measuring 1000 square feet for each - IT park ad-measruing 50000 square metres The project has to be completed within 3yrs. 250 flats and 50 commercial places have already been sold out. Q1 How will you do manpower planning? Q2 How will you do staffing? Q3 Identify training needs Q4 What type of incentive scheme will you propagate Q5 What procedure will you follow in handling the grievances?
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4. 5.
Required Educational qualifications, i.e. (degree/ diploma, subject, grade etc.) Experience in past jobs Skills possessed (through technical training, in service, hands on experience) Testimonials and references to be produced. Recommendations by whom and nature.
Officer (HRD) He/ she is responsible to cooperate / assist the higher official for execution of the personnel related job in his/her section. He/ she should be a graduate in Commerce / Science / Arts and shall preferably have post graduate degree / diploma in HRM with the experience of around 5-10 years in the field of HRM / Personnel & Administration preferably in construction industry. He/ she should be well conversant with the personnel & HR policies, various labour laws and statutory requirements applicable preferably in the civil engineering industries. He/ she should be intelligent and dynamic. -He/ She should be conversant with computer applications Qualification and Experience indicated above may be relaxed at the discretion of the Management depending on nature of experience / performance record. His/her major tasks are: .
Collection and processing of attendance inputs for the preparation of salary inputs and coordinate the MIS section for preparation of salary. Ensure the payment of salary / bonus etc. to all personnel. Keep the records of staff related matters. Coordinate the interview proceedings for recruitment, confirmation, and induction trainings and other trainings, seminars, short-term special courses etc. Co-operate the higher officials in respect of welfare, training and development of the staff and workers. Interact with manpower consultants/placement agencies
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Job Evaluation Process of determining the worth or value pricing of a given job. through Primarily , 1. Employees themselves provide information about the jobs they are doing, trained observed and time and motion study experts are engaged to carry out scientific studies of jobs to write job descriptions and manning standards and to the job rating which secures the basis of wage fixation plans. (Data are also useful for developing wage incentive plans and performance appraisal or merit rating scales of employees. ) 3. observations can be done in-house by experienced managers. Secondary considerations in working out the worth of a job are : -Competitive wage market -Availability of persons -Labour laws -Strength of trade unions and their bargaining power SUSHANT SHARMA - and the image of the company.
Three basic methods are followed in job evaluation or determining the worth of a job. They are namely: Classification plan Point rating plan, and Factor comparison method
Brief descriptions of each method are given below: a. Classifications plan i. write job descriptions of all categories of employees ii. iii. Group them by the nature of work done (mason, carpenter, plumber, accountant, typists) Sub-classify them by the level of difficulty and degree of responsibility in handling the job Put the classifications/ categories on a scale of wages: the bottom line fixed by the statutory minimum wage and the ceiling by company needs and practices. No strict guidelines are available for the scaling, allocation is done by experience and anomalies removed as they occur.
b.
Point Rating Plan i. identify and select the common characteristics/ elements/ factors to all jobs in the organization/ project. ii. A schedule of values in points (usually 1 to 10) is assigned to each element/ factor. iii. Each job is then analysed to determine the degree of each element (Most important, important, not important) iv. This is converted in a wage score Factor Education (10th std.) Experience Supervision Degree of Score importance (out of 10) High Med Low
If each element has a maximum of 10 scores and there are 10 elements, then the theoretical highest score is 100. Typically an acceptable or pass score is 60. It then, the minimum wage is Rs. 40 Per day then a score of 60 = Rs. 40; of 80 = Rs. 53.33 and so on.
c.
Factor Comparison Plan i. ii. Prepare job description and performance standards Select the following 5 factors in each job: iii. Mental ability Skill requirement Physical requirements Responsibility handled Working conditions. Which are clearly defined in regard to duties, and Salaries/ wages paid are not controversial, and rank them from the lowest to the highest in terms of their relative importance and worth
iv. Ask 10/15 other supervisors to verify independently the ranking done and then evolve the final ranking. v. Weight age of the 5 elements mentioned above is established on the basis of their importance
vi. Results of step IV and V are combined to evolve the rating scale. vii. Then all jobs are compared with key jobs and given a value factor. Value in money is fixed from the lowest to the highest. Value of key job multiplied by the factor gives the wage to be paid.
Selection Procedure
1. Reception in employment office 2 . Preliminary Interview 3. Application blank 4. Selection Tests 5. Main employment office interview 6. Investigation of applicants background
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2. DEVELOPMENT
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Tell me and I forget, teach me and I remember, involve me and I learn - Benjamin Franklin
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Agenda
Understanding Training Purpose of Training Training Process Ways of discovering Training needs Training Methods Training Methodology Training Benefits
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TRAINING
Organized procedure by which people learn knowledge and/ or skills, attitude for a defined purpose
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PURPOSE OF TRAINING
TO MAKE PEOPLE COMPETENT BY IMPARTING FOLLIOWING SKILLS :
TECHNICAL SKILLSIt refers to specific expertise- in market research , finance ,software programming and so forth
INTERPERSONNEL SKILLS
-Ability to work with others- Leading &motivating teams &individuals /communications/negotiation /influencing delegation/act as coach or mentor for teams
ORGANIZATIONAL SKILLSAbility to communicate with other units , knowledge of the companys political landscape &possession of a network.
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Training Process
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iii.
iv.
TRAINING METHODS 1. ON THE JOB 2. VESTIBULE 3. CLASSROOM A) LECTURE B) CONFERENCE C) CASE STUDY D) ROLE PLAYING 4. OTHER METHODS A) DEMONSTRATION B) SIMULATION SUSHANT SHARMA
1.JOB-Can On-The-Job Training 1. ON THE be in the form of pictures ,manuals , sample problems,
demonstrations ,oral &written explanations ,tape recordings
PROS
Provides realism. Allows active practice. Provides immediate feedback. High motivation. High transfer to job. Lowers training cost.
CONS Disruptions to operations. May damage equipment. Inconsistent across departments. Inadequate focus on underlying principles. Lack of systematic feedback. Transfer of improper procedures. Trainee stress. Quite often expensive manufacturing equipment cannott be duplicated in the classroom. Sometimes instructions are disorganized and haphazard Not appropriate for skilled , technical , professional &supervisory job s requiring educational background
Teaching knowledge &skills can be learned in a relatively short time Useful for learning unskilled and semiskilled manual type jobs, clerical jobs or sales job Permits the trainee to learn on actual equipments and in the environment of the job Feeling of accomplishment is felt by the trainee
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2. VESTIBULE
-Training
in classroom for semiskilled production and clerical jobs - particularly useful where large no of employees are to be trained at same time for same kind of work. -Emphasis on learning rather than production - used for clerk , bank tellers, inspectors, machine operator ,testers ,typists , training on ERP data entry operators etc - Learning time few days month - Attempt to have actual material , equipments & conditions as of real work place
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Violates the principle of learning of doing 2. No feedback from the audience. Constitute one way communication 3. For particular level of knowledge so it might bore the advanced students /might be beyond the capabilities of slow learner 4. Doesn't confirm that the trainees would be able to apply the knowledge , as it is based on facts and figures. 5. Difficult to hold the full attention of listeners for a sustained period , lectures are tempted to jokes. Learner does not control pace or content Does not consider individual differences. Limited practice. Limited feedback. Limited transfer to job. SUSHANT SHARMA
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Classroom Methods-Conference
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1. 2.
Limited to small group Progress is often slow as all those desiring to speak on a point are generally allowed to do so
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Primarily for development of conceptual knowledge Creation &modification of attitude Case study is generally suited to this conference format Used in supervisory and executive development programmes
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2.
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2. 3.
Primarily for development of conceptual knowledge Creation &modification of attitude Case study is generally suited to this conference format Used in supervisory and executive development programmes
4.
Does not consider Provides realism. individual differences. Adds interest. Limited practice. Allows scheduling Limited feedback. Adds additional cost. flexibility. Allows exposure to due to: hazardous events. * Script writers * Production specialists Allows distribution to * Camera crews multiple sites.
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Efficient instruction. Considers individual differences. Allows scheduling flexibility. Allows active practice for some tasks. Allows learner control. Provides immediate feedback to tasks.
Limited in presenting theories and principles. Limited discussion. Transfer depends on particular job. (Good for computer work.) High development cost (40-60 hours per hour of instruction at approx Rs. 10,000 per hour.)
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6. Simulation
PROS CONS
Provides realism. Cannot cover all job aspects. Allows active Limited number of practice. trainees. Provides immediate Can be very expensive feedback. (for example, aircraft Allows exposure to simulators and virtual hazardous events. reality simulators). High transfer to job. No job interference. Lowers trainee stress.
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Training Methodology
i. ii. iii. iv. v. vi. vii. viii. ix. x. The training should be in local language. The number of trainees may not exceed 15 at a time for each batch. The trainees should be able to read and write and calculate simple items. No level of education is necessary. In general it is necessary to have trained trainers. The master technicians may be given a weeks training and used as trainers. It is necessary to collect, translate, produce basic audio-visuals, pamphlets or books in local languages for different trades in hand on experience method. It is necessary to have short video films to explain the different steps in different skills of the different trades. Necessary tools, measuring tapes, plumb bob, level, right-angle etc. should be arranged for each tradesman. Necessary building materials required by each participant have to be arranged. The number of days of training could be one week (6 days) for each module or grade and not more than 2 modules be given in one spell. Each training course may be made into 3 or 4 modules or grades to suit the requirement of skills. Each one who passes one module or grade can work as an apprentice for about a month or so and then come back for the second module or grade and so on.
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Training Methodology
xi. All the participants must, in the first few hours, be explained the objects of training, their scope of work, responsibilities, coordination with other trades and get them more involved in their training programmes. xii. Another aspect is the safety in their trades and quality and productivity in their work. For all this proper data has to be collected, analysed and given to the trainers to do a correct job. xiii. The training place should be such that the overhead projector, slide projector and video can be used. There should be enough space for stacking of materials and samples needed for each trade, proper arrangements for tools and equipment must also be made. It is also necessary that the actual work spaces are nearby so that participants can walk along and need not wait for conveyance. xiv. It is of advantage to select one or two big work sites where training and practical work can be conducted.
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Factors to consider
Training to benefit organisation Training to benefit employees Training to benefit the industry Provide a good return on investment?
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Integrate new technologies into work Establish standards for work practices
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I. Needs Assessment
TRAINING PROCESS
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I. Needs Assessment
1. Organizational Level
Technology change. Organizational restructuring. Change in workforce. Marketing Plans. Productivity measures
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2. Job Level
Job and task analysis. Identify Key areas. Review procedural and technical manuals.
Design Training Program
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3. Individual Level
Determine who needs training and what kind.
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IV. Transfer
Transfer refers to the trainees application of knowledge and skills gained in training on the job. It is affected by:
Relevance and effectiveness of the training readiness, practice, and feedback principles. Follow-up instruction and support. Reinforcement to use new knowledge and skills.
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3. MOTIVATION&COMPENSATION
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MOTIVATION TECHNIQUES
1. JOB DESIGN Frederick Taylor / goal is to achieve
max human efficiency in jobs.
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Goal Setting Building goals, feedback, and incentives into the structure of the job
Job Design
Job Engineering Concentrates on the efficiency of the job through time and motion analysis and person-machine interfaces
Socio-technical Approach Making a group or team responsible for the job and balancing the social and technical aspects of the job
3. Money
1. Urgent means of achieving a minimum standard of living . Need based money requirement shall be identified. 2. Means of keeping an organization adequately staffed. 3. Making sure that salaries of various managers are equitable 4. Money -as a reward for accomplishment &a way of giving people gratification although Bonus shall be linked to individual performance
4. Participation
Means of recognition Needs for affiliation & acceptance Gives people sense of accomplishment
5. Competition
Advantages-Maximizes efforts for achieving awards . Prizes& promotion
Disadvantages -Common goals lead to jealousy & hostility - Poor mutual cooperation leading to destruction of teamwork -Frustration experienced by the losers leading to aggression ,regression , resignation, ,fixation. Sublimation etc
Total rewards categories and examples of rewards Compensation Base Salary Annual Incentives Long-Term Cash Incentives Equity shares Spot Awards Project Incentives Benefits Health Care Life Insurance disability Retirement Child-Care Resources Fitness Center Development Career Planning Succession planning Professional Membership Work Environment Flexible Workweek Telecommuting Job Design Modifications
Training Programs Comfortable Workstations Annual Conferences Mentoring Program Lunch and Learns Recognition Programs Community Volunteer Programs Business Casual Dress Policy
Wage Means of providing Income for employees and the cost of doing business to the employer Principles of Wage policy 1. Competitive rate of pay and associated pay supplement to attract job applicants 2. Compensation packages with job evaluation ,pay scales, and employee classification procedure - -to control wages ,salaries &labour cost . 3. To keep employee content- to minimize quitting , reduce employee complaint &grievances due to inadequate / inequitable wage 4. Rewarding better performance as a motivating tool
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Wage Criteria
1. Prevailing Wages -Refer to statutory min wage /ascertain what other firms pay for same class of work in same labour market 2. Ability to Pay3. Cost of Living based on changes in Consumer Price Index prep. By Labour Bureau. 4. Productivity- Goods /service produced per manhour of labour .High productivity leading to increased dividends to stockholders , in form of retained earnings to the organization and in terms of high quality and lower prices to the owners leads to increase in wages 5. Bargaining Power- Unions organized by for purpose of collective bargaining 6.Job requirements- Jobs are graded base on relative amount of skill , effort ,responsibility , job conditions reqd. 7.Observations concerning these criteria
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Performance appraisal
Performance Appraisal is a systematic attempt to measure the performance of all employees and take steps to ensure its continuous improvement. It entails: 1.Setting clear goals & desirable behavior for all employees 2.Evaluating i.e. comparing output with the goals set 3.Evaluating i.e. comparing behavior with the scale 4.Passing a feedback 5.Recommending rewards for performers 6.Recommending a Development Plan to address skill gaps 7.Counseling to address motivational issues
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Business Strategies
What key results do we want to achieve? What do we need to be good at to accomplish this?
Strategic Objectives
What benchmarks should we be using? How are we doing? How do we compare? What do we need to change?
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Values
Strategy Performance Management
Measures Results
Key Result Areas (KRAs) & Key Performance Indicators (KPIs) by: - Business Verticals - Department - Employee
Outcomes Appraisals
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Clarify one's roles Align one's roles to the organization's business or strategic plan Focus on results rather than activities Set goals/objectives and plans to reach them. Prioritize one's activities, and therefore improve one's time/work management
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Performance Review
Development Plan
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2. The choice of KPAs and thus KPIs will vary from year to year, subject to company's
Strategic Planning Corporate Strategies Corporate Objectives
KPA sleections Enlist the main day-to-day responsibilities/activities. For each activity, ask Why do I do this? Review the answers to the why questions, looking for common areas. Criterion for setting KPAs KPAs should be 3-5 in numbers. KPAs should describe results, not actions. KPAs should be discussed and finalized SUSHANT SHARMA with the appraiser.
3. Setting KPIs
KPIs need to be: S M A R T Specific Measurable Achievable Result-oriented Time- bound
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KPA 3 - Workforce Planning KPI - Absenteeism rate at 5% KPA 4- Turnover KPA 5- Diversity KPI - Turnover rate at 7% KPI - 3 females to be inducted into each department
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Employee gets to fill up his part of the appraisal. Superior goes through the document & puts his comments
Superior holds the review meeting discusses Superior puts his final comments
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4. INTEGRATION
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Grievance is any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the attention of management.
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8. Grievance handling
The basic features of this grievance handling procedure, as of most other procedures of the purpose are stated below:
1. A grievance should be settled at the lowest level possible i.e. the supervisor of the aggrieved worker, in the department where it occurred and in the shortest possible time. It must pertain to working hours or conditions of only work. 2. A grievance must be filed in writing by the worker or by a union representative on his behalf with the supervisor of the department where the worker works. 3. The grievance procedure should be a step-ladder mechanism 4. It is filed to the immediate supervisor who should settle it in the specified time - say one week. 5. If not settled, it is forwarded to the head of the department/ section/ site where the worker works. The head should try to settle it within a specified time say one week. 6. If still unsettled, the grievance moves up to the manager concerned who tries to settle it say one week. 7. If still unresolved, the grievance is referred to the Grievance Committee comprising workers representatives and management nominees and presided over by the personnel manager. It is expected that the grievance is settled at this forum. 8. If still unsettled it is referred to the arbitration under the law. 9. The worker should be present at the time when his grievance is considered and if he so desire, he may be accompanied by a workers representative or a union leader. This SUSHANT SHARMA mechanism is presented in the chart given below:
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OTHER FUNCTIONS
- Transfer &Promotion - Superannuation &separation Health insurance, employees state insurance, provident fund, pension plans, gratuity Working conditions: working hours, overtime, leave, holidays, employment of women and young persons and matters specified by various statutes Health, safety and welfare on the shop floor mostly prescribed under various statutes Labour welfare services: Housing, health, education, cooperatives, transport, welfare funds and similar other voluntary programmes Dealing with trade unions Dealing with government, labour and factory departments Dealing with industry associations particularly specialised in industrial relations Filling returns, statements and other documents to various data collection agencies and national statistics set up through legislation or by government orders Personnel records, research and statistics
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Discipline
Approaches to Discipline
Negative Discipline
People gives min performance necessary to avoid punishment Rule though fear approach leading to limited success
Communication of Rules- Employee handbook Burden of Proof- Employer to show that worker is guilty of alleged offence Consistency of Treatment Circumstances of the Case Progressive Penalties Reasonable Rules & Standares Right of Appeal
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Discipline (Contd.)
Offences Minor or Moderate Offences Serious Offences Meaning of Indiscipline Dealing with Indiscipline Approaches to Discipline Punishment Termination Preserve Findings Summary
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Industrial relations
Method covered in standing order
1. Type of workmen Permanent, Temporary, Badlis, Probations ,casual, Apprentice 2. Manners of intimating to workmen period & hours of works, holiday, days, pay days & wages rates. 3. Shift working 4. Attendance & Late coming 5. Condition of procedure in apply for & the authority which may grant, lean & hole days. 6. Requirement to enter premises by certain gates, & liabilities co search. 7. Closing & reopening of sections of the industrial establishment & temporary stoppage of work & rights & liabilities of employer & workmen arising there form. 8. Termination of employment & notice thereof to be given top employer & workmen. 9. Suspension on dismissal for nonconducte & act on omissions which constitutes misconduct. 10. Age of superannuation: Any other matter which may be prescribed.
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2.
3.
4.
While framing the notice, care should be taken not to make a statement which would indicate that the workmans case has been prejudged, e.g. statement that the explanation was false etc. should not be made.
When it is necessary to have the approval or prior permission of the conciliation officer, court or tribunal for effecting the order of punishment as provided under Section 33 of the industrial Disputes Act, a slightly different procedure is to be followed.
Welfare activities
Conducting family get together. Organizing at least two retreats for senior management where they would be made aware of the important developments in the organization and the futuristic policies envisaged. Conducting a talent contest among employees and their families. Encouraging the children's of employees by awarding them for their academic as well as extracurricular achievements
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ROLE OF PERSONNEL MANAGER 1. Administrative Roles Policy maker - develop personnel policies Administrative expert - record keeping, databases, processing benefits/claims, leave, medical facilities. Advisor - to line managers , grievance redressal, conflict resolution, selection & training Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin Counselor - on various personal and professional problems Welfare officer - provides & maintains canteens, hospitals, clubs, libraries, transportation, coop societies. Legal consultant - settling disputes, handling disciplinary cases, collective bargaining. 2. Operational Roles Recruiter Trainer, developer, motivator Coordinator mediator 3. Strategic Roles Change Agent - translate vision statements into meaningful format. Strategic partner - training centre, design centre..
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