Unit-I

Concepts & Perspectives of HRM; HRM in changing environment, HRM functions, Role of HR Practitioners; HR Policies, Corporate objectives an Human Resource Planning!

Mo ern Perspective of HRM"PM The growth of personnel management/ human resource management in U.S.A. and U.K was evolutionary in nature. It took place because of voluntary efforts of employers. ut in India! it grew because it was made compulsory by government. In "#$"! %&oyal 'ommission on labour( recommended appointment of labour officer. So that labour problems might be solved. In "#)*! +actories Act made it obligatory for certain industrial enterprises to appoint welfare officers. The Scope of ,ersonnel management has increases because! task of personnel manager is not only confined to recruitment of workers but also to looking after their welfare - handling their grievances. Under influence of technological development! organisation become comple. and needs speciali/ed skills - professionals. As a result! emphasis is being given to training - development aspects. ,ersonnel management is no longer restricted to wage earners in factories. It has become e0ually important in offices! sales organisation! hospitals! development institutions - in management itself. The other term used! in personnel problem - techni0ues are %labour relations( and %industrial relations( which are used interchangeably but it is useful to distinguish them. The term %1abour relations( refers to relations between management - unionised labour. 2hich includes negotiations of contracts with unions day to day relations with union leads! government regulation of terms - conditions of employment. The term %industrial relations( is used as synonymous with %,ersonnel management(. In India! the field of ,ersonnel 3anagement has $ ranches 4 5i6 ,ersonnel Administration 5ii6 Industrial &elations 5iii6 1abour 2elfare 5"6 ,ersonnel administration7 deals with administrative aspects such as recruitment! selection! placement! promotion! wages and incentives etc. 586 Industrial relations 4 deals with employer employee relationship! negotiations - collective bargaining etc. 5$6 1abour 2elfare7 deals with working conditions of employees by provision of facilities such as canteen! housing! recreation! education etc.

#ues! $ %efine HRM! Ho& HRM functions are changing business environment' Ans. 9uman &esources 3anagement is defined as policies and practices Involved in carrying out the :people; or human resource aspects of a management position! including recruiting! screening! training! rewarding and appraising. These include< 'onducting =ob analyses 5determining the nature of each employee(s =ob6. ,lanning labour needs and recruiting =ob candidates &ecruitment Selecting =ob candidates >rienting and training new employees 3anaging wages and salaries 5compensating employees6 ,roviding incentives and benefits Appraising performance 'ommunicating 5interviewing! counseling! disciplining6 Training and developing managers uilding employee commitment

The scope of 9&3 has changed over the fast few years. 9owever! this 'hange has been relatively slow in comparison to the changes in their area of business! management and administration. Some 9&3 Sub7functions seems to be breaking away from 9&3! other seems to be new sub7areas while still other seem to be changing only in term of their relative emphasis and degree of importance. 3any of these changes depend on he si/e of the organisation in which the 9&3 functions occurs! the managerial philosophies! the growing importance of the functions! the changing organisational demands! employee needs and societal concerns. 3anagerial and organisational development! 3anpower planning! organisational are incoming areas! i.e. they are now going to receive substantially more attention! they did not have any they are now going to receive substantially more attention! they did not have any prominence in the past. Training and managerial development and personal research have become increasingly important today! while the importance of appraisal! wage and salary administration! has somewhat declined in terms of relative emphasis. ?mployee benefits and services and worker(s health and safety have always been important personal concerns. 1abour relations! public relations and plant security are %outgoing( 9&3 sub areas which have been taken away from 9&3 department. Today(s it(s firm(s workforce! its knowledge! commitment! skills and training that provides the competitive advantages for world class companies. And its 9&(s =ob to build that competitive advantages. That means an upgrading of 9&(s traditional role. ?arlier! personal people first took over hiring and firing from supervisors! ran the payroll department and administrated benefits plans. The =ob consisted largely of ensuring that procedures were followed. The new technology in the areas like testing and interviewing began to emerge the promotion. Today! 9&(s role is shifting from protector and screener to strategic partner and change agent. The metamporphosis of :personal; to :9uman &esources; reflects that. In today(s flattened downsi/ed and highly performing organisations! trained and committed employees7 not machine are firms.

(hat is Human Resources Planning' Ho& can )RP be integrate &hich Corporate objectives' Ans. :3anpower; human resources; may be thought as the total knowledge! skills! creative abilities! talents and aptitudes of an organisation(s work force! as well as the values! attitudes and benefits of an involved. :3anpower ,lanning; and :human resources; planning are synonymous. 9uman resources or manpower planning is :the process by which a management determines how an organisation should move form its current manpower position to its desired manpower position. Through planning a management strives to have the right number and right kinds of people at the right places! at the right time to do things which result in both the organisations and the individual receiving the ma.imum long range benefits. 9uman &esources ,lanning consists of series of activities a6 +orecasting future manpower re0uirements! either in terms of mathematical pro=ections of trends in the economic environment and development in industry or in terms of =udgmental estimates based on future plans of a company. b6 3aking an inventory of present manpower resources and assessing the e.tend to which these resources are employed optimally. c6 Anticipating manpower problems by pro=ecting present resources into the future and comparing them with the forecast of re0uirement to determine their ade0uacy! both 0uantitatively and 0ualitatively. d6 ,lanning the necessary ,rogrammer of re0uirement selection! training! development! utilisation transfer! promotion! motivation and compensation to ensure that future manpower re0uirement are properly met. The ultimate mission of human resources planning is to relate +uture human resources to future enterprise needs so as to ma.imi/e the future return on investment in human resources. In effect the main purpose is one of matching or fitting employee abilities to enterprise re0uirements with an emphasis on future instead of present arrangement. In order to integrate human resources planning with corporate point of time. +or this estimate! the number and type of employees needed have to be determined. 3any environmental factors effect this determination. They include business forecasts! ?.pansion and growth design and structural changes! management philosophy! *bjective of HRP 5i6 5ii6 5iii6 5iv6 5v6 5vi6 +enefits,"6 It results in reducing labour cost as it helps the management to anticipate shortages or surpluses of manpower and correct these imbalances before they become unmanageable - e.pensive. 86 It helps in making optimum use of workers skill with in the organisation. $6 It leads to improvement in overall business planning process. To ensure optimum use of human resources currently employed. To avoid balances in distribution - allocation of human resources. To assess or forecast future skill re0uirements of organisations over all ob=ectives. To provide control measure to ensure availability of necessary resources when re0uired. To control cost aspect of human resources. To formulate transfer - promotion policies.

)6 It enables identification of gaps of e.isting manpower so that connective training could be imported. @6 It leads to greater awareness of importance of sound man power management through out the organisation. A6 It serves as a tool to evaluate effect of alternative manpower actions - policies. -he Process of Human Resource Planning Objective of HR Planning Inventory of HR Skills (Finding Gaps) ork St!dy " #e$and Forecasting #eter$ine %ob Re&!ire$ents

(ppraisal of HR Planning

'raining " #evelop$ent Progra$$e

Selection Proced!re

Recr!it$ent Plan

"6 *bjectives of Manpo&er Planning,The persons concerned with manpower planning must be clear about goals of manpower planning because once the wrong forecast of future re0uirement of human resources are made! it may not be possible to rectify the errors in short7run. 86 Current Manpo&er Inventor.,Assessment of demand for operating personnel presents less problems of uncertainty - current manpower supply can be ad=usted accordingly. ut for supervisory and managerial levels pro=ection is comple. problem because re0uired talents are not available at a short notice. This will also help in drawing recruitment - development plans to meet the needs of certain skills future. $6 %eman /orecasting,A proper forecast of manpower re0uired in future say! after one year! two years - so on must be attempted. The factors relevant for manpower forecasting are as follows. 5i6 0mplo.ment -ren s,3anpower planning committee show e.amine number of employees on pay roll during past @ year to knew trend within each group to determine whether particular group has been stable or unstable. 5ii6 Replacement )ee s,arises due to death! retirement! resignation - termination of employees. It may relate to supervisory! skilled! clarical groups and must be anticipated in advance. 5iii6 Pro uctivit.,Bain in productivity will also influence re0uirements of manpower. ,lanning for productivity has several aspects. The first aspect relates to effective utilisation of manpower. The second aspect relates to

installation of more productive tools! e0uipments. The last aspect relates to matching of skills with re0uirements of =obs. 5iv6 1ro&th & 02pansion,A good organisation always tries to adopt itself to change in method - techni0ues of ,roduction. Therefore 3anpower planner should take all these factors into account while studying impact of various business e.pansion plans on manpower re0uirements. 5v6 3bsenteeism,3eans a situation when a person fails to come for work when he is scheduled to work. Cue to absenteeism work get upset leading to overtime work which in turn leads to increased cost of production. The management should go into cause of absenteeism - attempt to reduce absentism as far as possible. 5vi6 (or4 5tu .,'an be used when it is possible to apply work measurement to know how long operations should take - amount of labour re0uired. This is also known as %workload analysis.( 5)6 6ob Re7uirements,Dob analysis is the 0ualitative aspect of manpower re0uirements since it determines what is the 0uantum of work which an average person can do on a =ob in a day. It facilitates division of work in to different =obs. 5@6 0mplo.ment Plans,This phase deals with planning how organisation can obtain re0uired number of right type of personnel as reflected by personnel forecasts. 5A6 -raining & %evelopment Programme,Training is essential not only for new employees but also for old employees for improving their performance. Similarly e.ecutive development programmes have to be devised for development of managerial personnel. The talent of employees are not fully productive without a systematic programme of training - development. 5E6 3ppraisal of Manpo&er Planning,After training programmes have been implemented! an appraisal must be made of effectiveness of manpower planning. Ceficiencies in programmes should be pointed out - catalogue of manpower inventory should be updated periodically. 'onective actions should also be taken whenever it is necessary to remove deficiencies in manpower planning.

U)I--II
%ob (nalysis) Role (nalysis) *et+ods of *anpo,er Searc+) (ttracting and selecting HR- Ind!ction and sociali.ation) *anpo,er training " develop$ent- /areer and s!ccession Planning) *anaging Organisational Rene,al0

6*+ 3)3895I5 The procedure for determining duties and skill re0uirements of a Dob and kind of person who should be hired for it. 2hile manpower inventory is concerned with telling %what employees can do(! Dob Analysis assesses %what employees are doing.( +rom =ob analysis! specific details of what is being done and skills utili/ed in =ob! is obtained. It enables managers to understand =obs and =ob structure to improve to work flow or develop techni0ues to improve productivity. It also involves =ob design or redesign! co7ordinating demands on available time! individual psychological needs! technical procedures and desired performances. efore we proceed to discuss =ob analysis in detail! certain terms relating to =ob need to understand. These terms are<7 Dob<7 A =ob may be defined as a :collection of tasks! duties and responsibilities which as a whole! is regarded as a regular assignment to individual employees!; and which is different from other assignments. In other words! when the total work to be done is divided and grouped into package we call it a :=ob.; 6ob %escription,It is a written record of duties responsibilities and re0uirements of a particular =ob. It is concerned with the =ob itself - not with the work. It is a statement describing the =ob in such terms as its title! location! duties! working conditions - ha/ards. In other words! %what is to be done(! and %how it is to be done( and %why(. It is a standard of function which defines appropriate - authorised contents of a =ob. 6ob 5pecification,It is a standard of personnel and designates the 0ualities re0uired for an acceptable performance. It is a written record of re0uirements sought in an individual worker for a given =ob. 6ob %esign,- It is the division of total task to be performed into the manageable and efficient units7 position department and divisions! and to provide for their proper integration. After a =ob has been defined! it is analy/ed i.e.! each task is described in detail. It is a procedure and a tool for determining specified tasks! operations and re0uirements of each =ob. :It is the process of getting information about =obs< specially what the worker doesF how he gets it doneF why he does it( skill! education and training re0uiredF relationship to other =obsF physical demands! environmental conditions.;

In other words! it refers to the anatomy of =ob. It is a complete study of =ob! embodying every known and determinable factor! including duties and responsibilities involved in its performance! conditions under which performance is carried on! nature! nature of task! 0ualities re0uired in worker and such conditions of employment as pay! hour! opportunities and privileges. It also emphasi/es relation of one =ob to other in the organisation. Purposes an Uses of 6ob anal.sis,Dob analysis is an essential ingredient of kind personnel 3anagement. It is ma=or input to forecasting human resource re0uirements! =ob modification! =ob evaluation! determination of proper compensation and writing of =ob descriptions. The fundamental importance to manpower management programmes. The information provided by Dob analysis is useful! in almost every phase of employee relations. 5"6 *rganisation an Manpo&er planning,Dob analysis defines labour needs in concrete terms! coordinates activities of work force! and clearly divides duties and responsibilities. 586 Recruitment, 5election,y indicating specific re0uirement of each =ob 5ie! Skills and knowledge6! it provides basis for hiring! training! placement! transfer and promotion of personnel. The goal is to match =ob re0uirement with a workers aptitude! abilities - interests. 5$6 (ages an 5alar., 3 ministration,Dob Analysis helps in salary and wages administration by indicating 0ualifications re0uired for doing a specified =ob - risks and ha/ards involved in its performance. 5)6 6ob Re-engineering,It provides information which enables us to change =obs in order to permit their being manner by personnel with specific characteristic - 0ualification. This takes two forms<7 5a6 Industrial engineering activity<7 2hich is concerned with operational analysis! motion study! work simplification methods and improvements in place of work and its measurement - aims at improving efficiency! reducing unit 1abour costs and establishing the production standard which the employee is e.pected to meet. 5b6 9uman engineering activity<7 2hich takes into consideration human! both physical and psychological! - prepares increased efficiency - better productivity. 5@6 0mplo.ee -raining an Management %evelopment,-

It provides the necessary information to the management of training - development programmes. It helps it to determine the content and sub=ect matter of in7training courses. It also helps in checking application information! interviewing! weighing test results - in checking references.

5A6 Performance 3ppraisal,It helps in establishing clear7cut standards which can be compared with actual contribution of each individual. 5E6 Health an 5afet.,It provides an opportunity for identifying difficult conditions - unhealthy environmental factors so that corrective measures may be taken to minimise and avoid the possibility of accident. This! it is systematic procedure for securing and reporting information which defines a specific =ob. It determines the 0ualifications re0uired for a =ob! provides guidance in recruitment - selection! evaluates current employees for transfer or promotion! and establish re0uirement for training programmes. 5teps in 6ob 3nal.sis There are @ basic steps re0uired for doing a =ob Analysis<7 5tep $ Collection of +ac4groun Information According to terry! :the make7up of a =ob! its relation to other =obs! and its re0uirements! for competent performances are essential information needed for a =ob evaluation. This information can be available by reviewing available back ground information. Such as >rganisation charts 52hich show how how =ob in 0uestion relates to other =ob - where they fit into overall organisation. 'lass specificiations 4 2hich describes general re0uirement of class of =ob to which the =ob under analysis belongs6 Dob descriptions 7 which provide a starting point from which to build revised =ob description. 5tep:, 5election of Representative Position to be 3nal.se ,Since the analysis of all =obs would be time7consuming! few representative positions should be analy/ed. 5tep;, Collection of 6ob 3nal.sis %ata Cata should be collected regarding employee 0ualification and re0uirements! either from employees who actually perform a =ob or from other employees 5Such as foreman or supervisor6 who watch the workers doing a =ob and thereby ac0uire knowledge about it or from outside persons knows as the trade =ob analysis who are appointed to watch employees performing. The duties of such a trade =ob analyst are

5i6 to outline complete scope of a =ob - to consider all physical and mental activities involved in determining what the worker does. 5ii6 find out why a worker does a =ob and 5iii6 Skill factor which may be needed in worker to differentiate between =obs - establish the e.tent of difficulty of any =ob. 5tep <, %eveloping 3 6ob %escription,The information collected is to be developed in form of a =ob description. This is written statement that describes main features of =ob as well as 0ualifications. 5tep =, %eveloping 6ob specification,The last step is to convert =ob Cescription statements into =ob specifications i.e. to specifically mention what personal 0ualities! traits! skills and background is necessary for getting the =ob done. -echni7ues of 6ob 3nal.sis %ata,The determination of =ob tasks! skills and abilities necessary for successful. ,erformance and responsibilities internet in =ob can be obtained through such methods or approaches as the following< 5i6 5ii6 5iii6 5iv6 ,ersonal observation Sending out 0uestionnaires. 3aintenance of log records 'onducting ,ersonal interviews.

5"6 Personal *bservation,The materials - e0uipment used working conditions - probable ha/ards! and an understanding of what the work involves are the facts which should be known by an analyst. Cirect observation is especially useful in =obs that consist of physical ability like =obs of draftsman! mechanic! or weaver.. 586 5en ing *ut #uestionnaires,- This method is usually employed by engineering consultants. ,roperly drafted 0uestionnaires are sent out to =ob7holders for complete - are returned to supervisors. 9owever! information received is often unorgani/ed - incoherent. The idea in issuing 0uestionnaire is to elicit necessary information from =ob holders so that any error may first be discussed! with employee and after due corrections! may be submitted to =ob analyst. 5$6 Maintenance of 8og Recor s,The employee maintains a daily record of duties he performs! marking the time at which each task is started and finished. ut this system is incomplete because it does not give us any desirable data on supervisor relationship! e0uipment used! and working conditions. 3oreover! it is time consuming. 5)6 Personal Intervie&s,3ay be held by analyst with the employees! and answers to relevant 0uestions may be recorded. ut this method is time7consuming -costly.

9owever! it may be noted that personal observation - interview approach are more or less complete - accurate. If a particular =ob is simple - repetitive observations may be only techni0ue re0uired. >therwise in most cases! interview coupled with observation constitute desirable approach.

Recruitment "5earch
%efinition,According to ?dwin. . +lippo! :&ecruitment is the process of searching for prospective employees and stimulating them to apply for =obs in the organisation.; The aim of recruitment is to attract a large number of applications from =ob seekers. It makes the re0uirements of =ob known to the likely candidate in the =ob market. It provides sufficiently large group of 0ualified candidates so that most eligible employees can be selected. Thus recruitment is a positive activity which seeks to persuade people to apply for =obs. The process of recruitment<7 5i6 5ii6 5iii6 5iv6 Identifies different source of labour supply. Assesses their validity. 'hooses the most suitable source or sources. Invites applications from prospective candidates for vacant =obs.

5*URC05 */ R0CRUI-M0)-,"6 Internal Source 5recruitment from within enterprise6 86 ?.ternal Source 5recruitment from outside6 A6 I)-0R)38 5*URC05,"6 Promotion,3eans shifting an employee to a higher position carrying greater pay! status - responsibilities Garious positions in an organisation are usually filled up by promotion of e.isting employee on basis of merit or seniority or combination of both. 86 -ransfer,&efers to change in =ob assignment which may involve promotion! demotion or no change in terms of responsibility - status. Transfer may be either temporary or permanent depending upon necessities of filling =obs. Transfer generally involves no significant change in pay! status responsibility of employees. 3 vantages,-

"6 ?mployees are motivated to improve their performance. 86 Industrial peace prevails in enterprise because of promotional avenues. $6 It is cheaper source as compared to e.ternal source. )6 Transfer of =ob is a tool of training employees to prepare them for higher =ob. @6 It promotes loyalty among employees as they feel secured on account of chances of advancement. 8imitations,"6 The scope of fresh talent is reduced! when vacancies are filled through internal promotions. 86 The spirit of competition among employees may be hampered. $6 +re0uent transfer of employees may reduce overall productivity of organisation. )6 There may be chances of conflict in fighting among employees who aspire for promotion to available vacancies as those not promoted may become unhappy - there efficiency may decline. 0>-0R)38 5*URC05 "6 3 vertisement,?nterprise advertises vacancies through newspaper! trade =ournals - maga/ines. The content of advertisement - media through which advertisement is to be given is decided by 9uman &esource department. It is convenient - economical method. 86 Casual Callers,>n occasions people drop in without any announcement of vacancy to find out if =obs are available. A waiting list of such visitors may be prepared - they may be screened to fill the vacancies whenever they arise. $6 1ate hiring or Recruitment at factor. gate, It is usually followed by factories to fill up vacancies at lower level. 1arge enterprises usually plays a notice on notice board specifying details of =ob available. A large number of unemployed persons assemble at gate where personnel manage scrutini/e them - pick the persons as per re0uirement Small workshops recruit fitters! welders etc! through this source. )6 0 ucational Institutions,School! colleges - professional institutions offer opportunities for recruiting their students. ,rospective employeers verify credentials of students - conduct interview directly! placement cells have been set up in well known educational institutions to help students in securing suitable =obs. @6 Management Consultants,9elp to recruit technical! professional - managerial personnel for e.ample accountants! engineers. They speciali/e in middle level - top level e.ecutive placements. They maintain data bank of persons with different 0ualifications - skills - even advertise =obs on behalf their clients to recruit right type of personnel.

A6 Recommen ations,+riends - relative of present employees are also good source of recruitment. 3any concerns prefer such candidates as they generally stand surety for new recruits and their background is partly known - type of preliminary screening takes place. E6 8abour Contractor,2orkers are recruited through labour contractors who are themselves employees of organisation. The dis advantage of this system is that if contractor leaves the organisation! all the workers employed through him will also leave. &ecruitment through this source has been banned for public sector units. 9owever! this practice is still common in case of construction industry. *6 -elecasting,The practice of telecasting of vacant posts over T.G. 5Coordarshan - other channels6 is gaining importance these days. Special programmes like %Dob 2atch(! %Houth ,ulse(! %?mployment Iews( etc! over T.G. have become 0uite popular in recruitment for various types of =obs. The use of T.G. as a source of recruitment is less as compared to other sources because it is an e.pensive medium. #6 Union list,%Sometimes trade Unions list maintain list of candidates seeking employment in the concern. Such candidates could be recruited in consultation with union. "J6 Central application file,A file is maintained of past applicants who were not selected earlier! in case of immediate re0uirements such candidates can also be contacted. Merits,"6 (i e *ptions,It brings large number of applicants as it permits enterprise to have free hands in making selection. 86 /resh talent,?nterprise can e.pect to get fresh talented candidates from outside which leads to infusion of Iew lood - new ideas in to enterprises. $6 0lement of competition,This is a healthy feature from point of view of enterprise as internal candidates have to compete with outside candidate. 8imitations,-

"6 8ength. process,It takes long time. The business has to notify vacancies - wait for applicantions to initiate selection process. 86 Costl. process,A lot of money has to be spent on advertisement - processing of applications.

$6 Uncertain Response,The candidates from outside may not be suitable for enterprise. There is no guarantee that enterprise will be able to attract right kinds of people from e.ternal sources. )6 %issatisfaction among 02isting staff,They may feel that their chances of promotion may be reduced. Career Planning an 5uccession Planning,A succession plan to fill key positions over time is essential for success - survival of an organisation. Its purpose is to identify - develop people to replace current incumbents in key positions in case of resignation! retirement! promotion! growth etc. succession can be within or from outside the organisation. Succession by people from within provides opportunities to employees for advancement in their careers. 'omplete dependence on internal sources may however cause conflicts - stagnation in the organisation. Similarly! complete dependence on outside talent may cause stagnation in career of present employees which may in turn lead to a sense of frustration and =ob dissatisfaction. 'areer planning - succession planning appear to be similar but not synonymous. 'areer planning covers all levels of employees where as succession planning is generally re0uired for higher level e.ecutives. Benerally! career planning is based on a succession plan for higher level e.ecutives. A succession plan involves identification of vacancies that are likely to occur in higher levels and locating probable successors. Succession planning facilitates continuity of organisation. 'areer planning may consists of charts showing career paths of different categories of employees showing how they can advance up in the organisation. ut a succession plan consists of a runner up chart or succession chart for a particular position such as Beneral 3anager. 02hibit $,- Career Paths for ?arious t.pes of 6obs S.Io. " 8 $ ) Iame 3r. A 3r. 3r. ' 3r. C 'urrent Cesignation 3arketing 3anager 9&. 3anager +inance 3anager ,roduction 3anager Age @# @* @E @)

5080C-I*)
Selection mean a process by which 0ualified personnel can be chosen from the applicants who have offered their services to the organisation for employment. Thus! the selection process is a tool in the hands of the management. Selection involves a series of steps by which candidates are screened for choosing most suitable persons for vacant posts. It is done by evaluation of 0ualification! e.perience other information provided by candidates. The ob=ect underlying selection process is eliminated of those =udged un0ualified to meet =ob - organisation re0uirements. Thus it tends to be a negative process as it re=ect good proportion of those who apply. S?1?'TI>I ,&>'?CU&?<7 "6 Preliminar. 5creening,a6 &eceive of application<7 Selection process starts with receipt of application by personnel department. b6 Scruitiny<7 All applications received are scrutinised to find out whether candidates fulfill minimum academic 0ualification - other re0uirements. c6 Preliminar. Intervie&,It eliminates un0ualified candidate 3pplication +lan4,If candidate appears to have some chance of being selected! he is given prescribed application form known as :application lank.; Application blank is a personal history 0uestion are. Application blank consist of following particulars usually. Indentifying information such as name! address! age marital status! educational 0ualification! work e.perience etc! candidates are usually ask to fill up the application form in their own hand writing. $. 0mplo.ment test,'andidates who meet minimum re0uirements appear written or oral tests as means of e.amining suitable for =ob. The various test include intelligence test aptitude test! trade test! general personality test! psychological test and proficiency est. depending on =ob re0uirements. These tests are selected and

administereal. Some organisation may hold one or more test while some other may not hold test at all. 3uch depends on policy of top management! nature of =obs and availability of candidates. ). 5election intervie&,It basically consist of conversation between employer and prospective employee. The selectors ask for =ob related and some general 0uestions and see the response of candidates it helps in avessing candidates strength and a weaknesses. 'andidates interact with selector and the letter gets a first hand idea of personality and other 0ualities of candidates. 'andidates also get a chance to seek information about enterprise! nature of the =ob! prospects of promotion.

Kues. ) %istinguish bet&een training an of managers!

evelopment! 02plain various techni7ues of evelopment

Ans. Training is a process of learning a se0uence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the currents =ob or prepare them for an intended =ob. Cevelopment is a related process. It covers not only those activities! which improve =ob performance! but also those which bring about growth of the personalityF help individuals in the progress towards maturity and actuali/ation of their potential capacities so that they become not only good employees but better men and woman. In organisational terms! it is intended to e0uip persons to earn promotion and hold greater responsibility. Training a person for higher and bigger =ob is development. And this may well include not only imparting specific skills and knowledge but also inculating certain personality and mental attitudes. Training is short term process utili/ing a systematic and organi/ed procedure by which non managerial personal learns technical knowledge and skills for a definite purpose. Cevelopment is a long term educational process utili/ing a systematic and organised procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. 3anagement development is any attempt to improve managerial performance by imparting knowledge! changing attitude or increasing skills. The general management development consists of 5"6 assessing the company(s strategic needs 5for instance! to full future e.ecutive openings or to boost competitiveness6. 586 %eveloping managers for future responsibilities! There is more emphasis on choosing management development methods that are more organi/ationally relevant and effective that they have been in the past. Garious techni0ues of management development include<7 5a6 3anagement on7the7=ob training. 5b6 >ff the =ob training. 3anagerial on7the7=ob training methods include =ob7rotation! coaching/understudy approach and action learning.

Dob rotation means moving management trainees from department to broaden their understanding of all part of the business and to test their babilities. A manager may spend several months in each department. The person may =ust bean observer in each department but more commonly gets fully involved in its operations. 'oaching/understudy approach< 9ere the person workers directly with the senior manager or with the person he or she is to replaceF the latter is responsible for the e.ecutive of certain responsibilities! giving the trainee a chance to learn the =ob. Action learning programmers give managers and others released time to work full time on pro=ects! analysis and solving problems in departments other than their own trainees meet periodically in four or five person pro=ect groups to discuss their findings. Several trainees may work together as a pro=ect group or compare notes and discuss each other(s pro=ects. Off the job training and development techniques The off the =ob development techni0ues for managers include case study methodF management gamesF role playing etc. Case 5tu . metho ,- 'ase study method presents a trainee with a written description of an organisational problem. The person then analy/es the case! diagnoses the problem and presents his or her findings and solutions in discussion with other trainees. Management 1ames,- 2ith management games trainees are dividend in to give or si. persons group! each of which competes with the others in a stimulated marketplace. 3anagement games can be good development tools. ,eople learn best by getting involved! and the games can be useful for gaining such involvement. They help trainee develop their problem solving skills! as well as to focus attention on planning rather than =ust putting out fires. The group also usually elect their own officers and organi/e themselvesF they can thus develop leadership skills and faster cooperation and team work. Roll Pla.ing,- The aim of role playing is to create a realistic situation and then have the trainees assume the role of specific persons in that situation. 2hen combined with the general instruction and other roles for the e.ercise! role playing can trigger spirited discussions among the role player trainees. The aim is to develop trainee(s skills in areas like leadership and delegation.

U)I- @;
/o$pensation-(i$s " co$ponents) Factors deter$ining pay rates- 1stablis+ing pay rates) %ob 1val!ation- Pay for perfor$ance- 1$ployee benefits " services- Perfor$ance appraisal) 234 degree feed back) Potential appraisal0

Compensation
: 'ompensation refers to a wide range of financial and non7financial rewards to employees for their services rendered to the organisation.; It is paid in form of wages! salaries! and employee benefits such as paid vacations! insurance! maternity leave! free travel facility! retirement benefits etc. monetary payments are a direct form of compensating employees - have a great impact in motivating employees. The system of compensation should be designed in such a way that it achieves following ob=ectives< 5"6 'apable employees are attracted towards organisation. 586 ?mployees are motivated for better performance. 5$6 ?mployees do not leave employer fre0uently. +ase compensation, (ages an 5alar. ase compensation includes monetary benefits to employees in form of wages or salaries. The term (wage( is used to denote remuneration to workers doing manual or physical work. Thus wages are given to compensate the unskilled workers for their services rendered to organisation. 2ages may be based on hourly! daily! weekly or even monthly basis. The term %salary( means compensation to office employees! foremen! managers - professional - technical staff. It is based on weekly! monthly -yearly basis. Thus time period for which salaries are paid is generally higher than in case of wage payments. 2ages may be based on number of units produced 5i.e. piece wage system6 or time spent on =ob. ut salary is always based on time spent on =ob. /actors etermining pa. rates,

"6 %eman an suppl.,- 2age rates of workers depends upon demand and supply force in labour market. If the labour is in short supply! the workers will offer the services only if they are paid well. >n the other hand! if the supply is more then workers available might get ready work at cheaper rates. 86 +argaining Po&er, 2here labour unions are strong enough to force the hand of employers! the wages will be determined at a higher level in comparison to other units where unions are weak. $6 Cost of living,- 2ages of workers also depends upon the cost of living of the worker so as to ensure him a decent living wage. 'ost of living varies under deflationary and inflationary pressures. 2here labour uncons are strong and employer do not show enough awareness! here wage are ad=usted according to cost of living inde. numbers. )6 Con ition of pro uct mar4et,- Cegree of competitions prevailing in the market for the product of the industry will also influence the wage level. +or eg if there is perfect compition in the market the wage level may be at par with the value of net additions made by the workers to the total output! but may not reach this level in case of imperfect compition in the market. @6 Comparative (ages,- 2ages paid by the other firms for the same work also influence the wage levels. 2age rates must also be in consistent with the wages paid by the other firms in the same industry so as to increases the =ob satisfaction among the workers. A6 3bilit. to Pa.,- 2age rates are influenced by the paying ability of industry or firms to its workers. Those firms which are earning huge profits may afford to pay high wages and can provide more facilities to its workers in comparison to the firms earning comparatively low profits. 5E6 Pro uctivit. of labour,- +ligher productivity will automatically fetch more profit to the firm! where in turn workers will be paid high wages in comparison to other firms with low productivity. 5*6 6ob Re7uirements,- If a =ob re0uire higher skill! greater responsibility and risk! the worker placed on that =ob will naturally get higher wages in comparison to other =obs which do not re0uire the same degree of skill! responsibility or risk. 5#6 1ovt! Polic.,- Since the bargaining power of the workers is not enough to ensure fair wages in all industries! the Bovt. has to interfere in regulating wage rate to guarantee minimum wage rates in order to cover the essentials of a decent living. 5"J6 1oo &ill of the compan.,- A few employers want to establish themselves as good employer in the society and fi. higher wages for their workers. It attract 0ualified employees. In addition there are other important factors which affect the individual differences in wage rates. These are< "6. 2orker(s 'apacity and Age 86. ?ducational 0ualification. $6. 2ork e.perience. )6. ,romotion possibilities. @6. Stability of employment A6. Cemand for product. E6. ,rofits earned by the organisation. *6. 9a/ards involved in work etc.

3ffecting, etermining an establishing pa. rates!

Ans. 'ompensation may be defined as money received in the performance of work! plus the many kinds of benefits and services than organisations provide their employees. 3oney is included under direct compensations 5popularly known as wages i.e. gross pay6< while benefits come under indirect compensation and may consist of life! accident and health insurance and employer(s contribution to retirement! pay for vacation or illness and employer(s re0uired payments for employees welfare as social security. /actor affective pa. rates inclu e,a6 b6 c6 d6 e6 f6 g6 h6 i6 The organisation(s ability to pay Supply and demand of labour The prevailing market rates The cost of living 1iving wage ,roductivity Trade union argaining power Dob re0uirements 3anagement attitudes

9igher wages are given by those organisation which can afford them. 'ompanies that have good sales and therefore! high profits tend to pay higher wages than those which are running at loss or earning low profits because of high cost of production or low sales. The labour market condition or supply and element forces operate at the national! regional and local levels and determine wage structure and level. If the demand for certain skills is high and the supply is low! the result is a rise in the price to be paid for these skills. 3ost of the companies adopt prevailing market safe or going wage safe criterion for compensating its employees. This is done for several reasons. +irst! competition demands that competitors adhere to same relative wage rate. Second! various government laws and =udicial decisions make the adoption of uniform wage rate an attractive proposition. Third! trade unions encourage this practice so that their members can have e0ual pay for e0ual work. +ourth! functionally related firms in the same industry re0uire essentially the same 0uality of employees! with the same skills and e.perience. This result in a considerably uniformity in wages and salary rates! finally if the same or about the same general rates of wages are not paid to the employees as are paid by the organisational competitors! it will not be able to attract and maintain a sufficient 0uantity and 0uality of manpower. The cost of living pay criterion is usually regarded as an automatic minimum e0uity pay criterion. This criterion calls for pay ad=ustments based on increases or decreases in an acceptable cost living inde.. The living wage criterion means that wages paid should be ade0uate to enable an employee to maintain himself and his family at a reasonable level of e.istence. Trade unions do effect rate of wages. Benerally! the stronger and more powerful the trade unionF the higher the wages. A trade union bargaining power is often measured in terms of its membership! its financial strength and the nature of its leadership.

Benerally! the more difficult a =ob! the higher are the wages. 3easures of =ob difficulty are fre0uently used when the relative value of one =ob to another in an organisation is to be as curtained. Dob are graded according to the relative skill! effort! responsibility and =ob conditions re0uired. 3anagerial attitudes have decisive influence on the wage structure and wage level since =udgment is e.ercised in many areas of wage and salary administration including whether the firm should pay below average or above average rates! what =ob factors should be used to reflect =ob worth! the weight to be given below the structure and level of wages are bound to be affected accordingly. These matters re0uire the approval of top e.ecutives. Garious factors for establishing pay rates include<7 ". 8. $. These should be definite plan to ensure that differences in pay for =obs are based upon variations in =ob re0uirements. Such as skill! effort! responsibility or =ob or working conditions and mental and physical re0uirements. The general level of wages and salaries should be reasonably in line with that prevailing in labour market. The plan should carefully distinguish between =obs and employee. A =ob carries a A certain wage rate and a person is assigned to fill it at that rate. ?.ceptions sometimes occur in very high level =obs in which the =ob holder may make the =ob large or small! depending upon his ability and contributions. ?0ual pay for e0ual work i.e. if two =obs have e0ual difficulty re0uirements! the ,ay should be the same! regardless of who bills them. An e0uitable practice should be adopted for the recognisation of individual differences in ability and contribution. +or some units this may take the form of rate ranges! with in grade increasesF in other this may take form of closely integrated se0uences of =ob promotion. The should be a clearly established procedures for hearing and ad=usting with the regular grievance procedure if it e.its. The employees should be informed about the procedures used to establish wage rates. ?very employee should be informed of his position and of the wage and salary structure. Secrecy in wage matters should not be used as a cover up for hapha/ard and unreasonable wage programme. The wage should be sufficient to ensure for the worker and his family reasonable Standard of living. 2orkers should receive a guaranteed minimum wage to protect them against conditions beyond their contract. The wage and salary structure should be fle.ible so that changing conditions can e easily met. The wage and salary payments must fulfill a wide variety of human needs! Including the need for self actuali/ation. It has been recogni/ed that money is the only form of incentive which is wholly negotiable! appealing to widest range of seekers. 3onetary payments of ten out as motivators and satisfiers interdependently of other =ob factors.

). @. A. E.

". 8. $.

Kues A (hat is Performance appraisal' 8ist out metho s of Performance 3ppraisal' 02plain in etail ;AB egree performance appraisal metho ! Ans. ,erformance appraisal means evaluating an employee(s current or past ,erformance relative to the person(s performance standards. Appraisal involves<

5i6 Setting work standards 5ii6 Assessing the employee(s actual performance relative to these standards 5iii6 ,roviding feedback to the employees with the aim of motivating that person to eliminate deficiencies or to continue to perform above par. 3anagers usually conduct the appraisal using a predetermined and formal method. Garious methods of appraisal include<7 a6 b6 c6 d6 e6 f6 g6 h6 i6 Braphic rating scale method. Alternate ranking method ,aired comparison method +orced distribution method 'ritical incident method Iarrative forms ehaviorally anchored rating scales 3anagement by ob=ective 53 >6 $AJ degree feedback.

1raphic rating scale metho ,- The graphic rating scale method is the simplest and most popular techni0ue for appraising performance. A graphic rating scale list traits 5such as 0uality and reliability6 and a range of performance values 5from unsatisfactory to outstanding6 for each trait. Subordinates are rated by circling of checking the score that best describes his or her performance for each trait. Then the total of assigned value is calculated. 3lternate ran4ing metho ,- This method involves ranking employees from best to worst on a particular trait! choosing highest! then lowest until all are ranked. Since it is easier to distinguish between the worst and best employees and alternate ranking is 0uite popular. +irst! list all subordinates to be rated. Then indicate the employee who is the highest on the characteristic being measured and also the one who is lowest. The process continues till all the employees are ranked on similar fashion. Paire comparison metho ,- ,aired comparison method helps make the ranting method more precise. +or every trait 50uality of work! 0uality etc6! ,airs are made and every subordinate is compared with every other subordinate. /orce istribution metho ,- +orced distribution method is similar to grading on a curve. 2ith this method! manager place predetermined percentage or rates in to performance categories. +or e.ample you may decide to distribute employees as follows< "@L high performance 8JL 9igh average performance $JL average performance 8JL low average performance "@L low performance +orced distribution means tow things for employee< Iot everyone can get an AF and ones performance is always rated relative to ones peers. >ne practical! one practical! if low7tech! way to do this is to write each employee(s name on a separate inde. card. Then for each trait 50uality of work! creativity etc.6 managers place the employee(s card in the appropriate performance category. Critical Inci ent Metho ,- 'ritical incident method involves keeping a record of uncommonly good or undesirable e.amples of an employee(s work related behavior and reviewing it with the employee at predetermined time.

)arrative /orms,- The final written appraisal is often in narrative form. A person(s supervisor is asked 5i6 to rate the employees performance for each performance factor or skill 5ii6 to write down e.amples and 5iii6 an important plan. This aids the employee to understand where his or her performance was good or bad and how to improve that performance. +ehaviorall. 3nchore Rating 5cales is an appraisal method that aims at combining the benefits of narrative critical incidents and 0uantified ratings by anchoring a 0uantified scale with specific narrative e.ample of good and poor performance.

0mplo.ees benefits & 5ervices

Health of (or4ers in /actories See7 "" to 8J of +actories Act "#)* contain provision regarding creation provision regarding creation of 9ealthy working conditions for 2orkers<7 "6 Cleanliness C5ec$$D,?very factory should be kept clean - free from drain! nuisance! dust. It should be suitably cleaned - repainted. 86 %isposal of &astes & 0ffluents,- C5ec $:D ,roper provision should be made for disposal of waste due to manufacturing process. $6 ?entilation & -emperature ,- C5ec $;D There should be ade0uate ventilation by circulation of fresh air - such a temperature as will secure to workers there in resonable conditions of comfort - prevent in=ury to health. )6 %ust an fume,- C5ec $<D ?ffective measure must be taken to prevent dust or fume or other impurity which are in=urious to workers. ?.haust appliance are necessary for this purpose. @6 3rtificial Humi ification ,- C5ec $=D

In respect of all factories in which humidity of air is artificially increased! the state government may prescribed standards of humidification! regulate methods used for artificially increasing humidity of air. A6 *ver cro& ing ,- C5ec $ED Io room in any factory should be overcrowded - at least $@J cubic feet of space for every worker should be provided. E6 8ighting ,- C5ec $FD In every part of factory there should be proper lighting natural or artificial or both. Bla/ed windows - skylights should be used for lightings. *6 %rin4ing (ater,- C5ec $GD In every factory! effective arrangements should be made to provide - maintain suitable points conveniently situated for all workers employed there in.

5nit-I6 Ind!strial Relations- Ind!strial disp!tes and disp!te resol!tion- 'rade 5nions- 1$ployee grievances and #iscipline- Participation and 1$ployee e$po,er$ent0

I)%U5-RI38 R083-I*)5 The term %industrial &elations( refers to all type of relationships between all the parties concerned with industry. The parties related to industry are the workers and management representing owners. Thus! industrial relations connote a vast comple. relationships obtaining between management and employees! union and management! union - employees and between employees themselves. oth parties to industrial relations have a common interest in industry but many a time! they are found to be pulling in different directions which leads to industrial unrest. Therefore! it has become necessary to secure the cooperation of both workers and management to achieve good industrial relations. According to CaleHoder! : The term %industrial relations( refers to the relationship between management and employees or among employees and their organisation that arise out of employment.; Its scope includes three rarely distinct areas<7 5i6 5ii6 5iii6 &elations between managers and individual workers. 'ollective relations between employers and labour unions and. The role of government in the regulation of these relationship. These three closely associated areas are often referred to respectively as personnel management! collective bargaining and labour legislation. *bjectives of In ustrial Relations

The ,rimary ob=ective of industrial relations is to maintain good - healthy relations between workers and management in the enterprise. All other ob=ectives revolve around this primary ob=ective. Some of these are as below<7 5"6 To ,romote healthy 1abour7management relations. 586 To protect interest of employees as well as management by securing highest level of mutual understanding and goodwill among them. 5$6 To raise productivity to a higher level which is the need of the day - to contribute to economic development of the country. 5)6 To check industrial conflicts - minimise the occurrence of strikes! lockouts - gheraos. 5@6 To minimise labour turnover - absenteeism by providing =ob satisfaction to the workers. 5A6 To facilitate - develop industrial democracy based on workers( partnership in management of industry. 5E6 To establish government control over industries to regulate production and industrial relations. Parties to In ustrial Relations 5"6 (or4ers & their *rganisation,The personal characteristics of workers! their culture! educational attainments! 0ualifications! skills! attitude towards work etc! play an important role in industrial relations. 2orkers( organisations! known as trade unions! are political institutions. 586 0mplo.ers & their *rganisations,The employers are a very important variable in industrial relations - regulate their behaviour for getting high productivity from them. Industrial unrest generally arises when the employers demands from workers are very high and they offer low economic - other benefits. 5$6 1overnment,The government e.erts an important influence on industrial relations through such measures as providing employment! and regulating wages! bonus and working conditions! through various laws relating to labour. 5ignificance of goo In ustrial Relations or In ustrial Peace 5"6 In ustrial Peace,'ordial industrial relations bring harmony - remove causes of disputes which leads to industrial peace which is necessary for productivity and growth. 586 Higher Pro uctivit.,Cue to cordial industrial relations! workers take interest in their =obs and work efficiently which leads to higher productivity and production - thus contribute to economic growth of the nation. 5$6 In ustrial %emocrac.,Sound industrial relations are based on consultation between the workers and management which help in establishment of industrial democracy in the organisation.

5)6 Collective +argaining,Bood industrial relations are e.tremely helpful for entering into long7term agreements as regards various issues between 1abour and 3anagement. 5@6 /air +enefits to (or4ers,The 2orkers should get sufficient economic and non7economic benefits to lead a happy life. It is possible when relations between workers and management are cordial and productivity is high. 5A6 High Morale,Bood industrial relations imply e.istence of an atmosphere of mutual cooperation! confidence respect within enterprise. In such an atmosphere! there are common goals! which motivate all members of organisation to contribute their best. 5E6 /acilatation of change ,y creating a climate of cooperation! - confidence make the process of change easy. 9ence! full advantage of latest inventions! innovations - other technological advancements can be obtained. The work force easily ad=usts itself to re0uired changes for betterment. Thus! smooth industrial relations are necessary and useful to employers and employees. &apid industrial growth and high industrial productivity are possible when smooth industrial relations e.ist. Along with this! workers get higher wages and other monetary benefits.

-ra e Union
A trade Union may be defined as an organisation of employees formed on a continous basis for the purpose of securing diverse range of benefits. Sec 5h6 of Indian Trade Unions Act! "#8A defines trade union as any combination! whether temporary or permanent! formed primarily for the purpose of regulating the relations between workmen and employers or between workmen and workmen! or between employers and employers or for imposing restrictive conditions on the conduct of any trade or business! and includes any federation of two or more trade unions.; According to ?dwin. .+ilippo! : A trade union is an organisation of workers formed to promote! protect and improve! through collective action! the social! economic and political interests of its members.; /eatures of tra e Unions,a6 They are voluntary association of workers in one or more occupations. b6 They are formed for the pursuit of common interests of members. They protect the economic interests of members and also promote their welfare. c6 They always act collectively i.e. through united action of members. d6 They are concerned with economic! cultural! political and social life of their members. *bjectives of -ra e Union,Trade Unions are organised for protection and promotion of interests of their members in particular and workers in general. It generally pursue the following broad ob=ectives.

5"6 5tea . emplo.ment,Steady employment is something which the employer by himself may not be able to guarantee to the workers. Achievement of this aspiration may thus involve workers in political action! through their unions! for maintenance of full employment. 586 Rationalisation of personnel policies,The economic security of an employee is determined not only by level of wages and duration of his employment but also by management(s personnel policies 7 in its selection of employees for lay off! retrenchment! transfer and promotion! the assignment of employees to =obs etc. if these decisions are based on sub=ective evaluation! there is no security for workers. If such decisions are governed by rules and rational policies! there is greater assurance for fair treatment. 5$6 ?oice in ecisions affecting &or4ers,workers may successfully pressurise for higher wages workers want to know what his chances are for continued attachment to the company. 2hat is :the success of the company; to him if in transferring the plant! say! from Celhi to Bha/iabad he is laid offM The intervention of trade union in such decisions of management is the only method by which the workers is able to achieve any degree of control over the affairs that concern him. 5)6 Recognition an participation,Another ob=ective that unions seek to achieve is winning recognition for workers that they are e0ual partners with management in the task of production. It is an intellectual 0uality that is the intellectual faculties of workers are no inferior to those of management. 5@6 1aining legislative enactments,To ,rovide legal sanctions to its demands! the unions attempt to get these framed in form of Acts so that they become permanent features of the contract between employers and workers. 5A6 Miscellaneous 5ervices,3odern trade union also engage in providing educational! medical! recreational and other facilities for development and welfare of their members. /unctions,+or the achievement of the above mentioned ob=ectives! the trade Unions generally perform the following functions<7 5i6 5ii6 5iii6 5iv6 5v6 5vi6 5vii6 'ollective bargaining with the management to settle terms and conditions of employment. Advise the management on personnel policies and practices. Taking up the individual and collective grievances of the workers with the management. 2ork for achieving better say of workers in the management of affairs of the enterprise which influence the lives of the workers directly. >rganising demonstrations! strikes! etc! to press demands of workers. ?ducation of workers and their children. 2elfare and recreational activities for their members.

5viii6 5i.6

&epresenting of workers in various national and international forums. Securing legislative protection for workers from the government. 1RI0?3)C05

Brievances is a feeling of discontenment or distatisfaction among workers regarding anything concerned with the company. Brievance may be felt by any party 5employer and employee6 against the other party. Cefinition<7 According to &ichard ,. 'alhoon! : a grievance is anything that an employee thinks or feels is wrong! generally accompanied by an activity disturbing feeling.; According to Cale.S. each!; Brievance is any dissatisfaction or feeling of in=ustice in connection. Sources of Brievances<7 The causes of grievances may be grouped under three heads7 5"6 Brievances resulting from 3anagerial ,olices<7 a6 2age rates or scale of ,ay. b6 >vertime c6 1eave d6 Transfer7 improper matching of worker with the =ob e6 Seniority! ,romotion and discharges. f6 1ack of career planning and employee development plan g6 1ack of role clarity. h6 1ack of regards for collective agreement. i6 9ostility towards a labour union. =6 Autocratic leadership style of supervisors. Brievances resulting from 2orking conditions<7 5a6 Unrealistic. 5b6 Ion7availability of proper tools! machines and e0uipments for doing the =ob. 5c6 Tight ,roduction standards. 5d6 ad working conditions. 5e6 ,oor relationship with the supervisor. 5f6 Iegative approach to discipline. Brievances resulting from ,ersonal factors. 5a6 5b6 5c6 5d6 5e6 Iarrow attitude >ver7ambition ?goistic personality Ion 'ooperative fellow workers ,ersonal ,roblems outside factory. Han ling of 1rievances,-

5ii6

5iii6

Brievances are symptoms of conflicts in enterprise. So they should be handled very promptly and efficiently. 'oping with grievances forms an important part of manager(s =ob. The manner in which he deals with grievances determines his efficiency in dealing with subordinates. A manager is successful if he is able to build a team of satisfied workers by removing their grievances. 2hile dealing with grievances of subordinates! it is necessary to keep in mind the following points< 5"6 A grievances may or may not be real. 586 Brievances may arise out of not one cause but multifarious causes. 5$6 ?very individual does not give e.pression to his grievances. +or the purpose of handling grievances efficiently! it is necessary to find - analyse the grievances of the subordinates. If a grievances is found to be real or genuine! the corrective action should be taken immediately. ut if grievances arises due to imagination or distributed frame of mind of workers! then it is necessary to e.plain - clear up the matter. efore dealing with the grievances! their causes. 9e may realise the e.istence of grievances because of high labour turnover! high rate of absentecism - poor 0uality of work. 2hile dealing with grievances! a manager cannot depend upon any readymade Solutions. ?very case has to be dealt with on its merits. The following guidelines may be followed to deal effectively with the grievances<7 5"6 The complainant should be given a patient hearing. 9e should be allowed to e.press himself completely. 586 Attempts should be made to get at the root of the problem. 5$6 The management must show its an.iety to remove the grievances of the workers. 5)6 If the grievances are real - their causes are known! attempts should be made to remove the causes. 5@6 If grievances are imaginery! attempts should be made to cousel the workers. 1rievance Proce ure,These include<7 5i6 >pen door policy. 5ii6 Step7ladder procedure. 5I6 *pen %oor Polic.,under this procedure! the employees are free to meet the top e.ecutive of the organisation - get their grievances redressed. Such a policy may work well in small organisation and may not be suitable for big organisation because top e.ecutives will be too busy in other matters 3oreover! top management is not too familiar with working conditions of operative employees. It may be difficult for it to attend to employee grievances because of lack of sufficient information. 1astly! it is also said that this policy is suitable for e.ecutives to walk through - not operative employees. The employees may even hesitate to go to top e.ecutives with their grievances. 5ii6 5tep-8a er Proce ure,-

Under this procedure! aggrieved employee has to proceed step by step in getting his grievances heard - redressed! as given in diagram. Step Io. " Filing of ritten grievances Step Io. 8 S!pervisor or Fore$an Step Io. $ Head of #epart$ent Step Io. ) %oint Grievances /o$$ittee Step Io. @ /+ief 17ec!tive 1ast Step 6ol!ntary (rbitration Step7 ladder Brievance ,rocedure +irstly! he has to present his S1''81*19' grievance in writing to his supervisor or foreman. If he is not satisfied with his decision! he may go to the head of the department. There may be =oint grievance committee after the decision of the head of department is not acceptable to the employee. If the committee also fails to redress his grievances! the matter may be referred to chief e.ecutive. The grievance procedure will be said to be e.hausted if chief e.ecutive is also not able to redress the grievance. The worker should not take any action against management until the whole grievance procedure has been e.hausted. The grievance assume the form of a conflict after the worker is not satisfied with the decision of chief e.ecutive. +or maintaining industrial peace in the plant! it is advisable to refer such grievance to the voluntary arbitrations. The award of arbitrator should be binding on both the parties. %I5CIP8I)0 Meaning,-

3aintenance of harmonious human relations in an organisation depends upon promotion and maintenance of discipline. Io organisation can prosper without discipline because it is a matter of utmost concern for all organisations. Ciscipline in Industry may be described as willing cooperation and observance of rules and regulations of the organisation. Simply stated! it means orderliness. It implies absence of chaos irregularity and confusion in behaviour of workers. %efinition,- According to >rdway Tead! :Ciscipline is the orderly conduct of affairs by the members of an organisation! who adhere harmoniously in forwarding towards the end which the group has in view and willingly recognise that.; 3spects7 There are 8 aspects of discipline. 5a6 Positive 3spect ,?mployees believe in and support discipline and adhere to rules! regulations! and desired standards of behaviour. ,ositive discipline takes places whenever the organisational climate is marked by aspects such as payment of ade0uate remuneration and incentives! chances for career advancement! etc! which all motivate employees to adhere to organisation rules - regulations. 5b6 )egative 3spect,?mployees sometimes do not believe in discipline. As such! they do not adhere to rules! regulations and desired standards of behaviour. This approach to discipline is called negative approach or corrective approach or punitive approach. In this approach people are forced to observe rules and regulations on account of fear of fine! demotion or transfer.

Importance,Ciscipline is very essence of life. Absence of discipline means chaos and disorder. In an industry big or small! manpower is the most important factor which can be used effectively only if there is discipline in the industry. It can be brought about by fear or punitive actions! it should be brought voluntarily. A man may work under compulsion but he will constantly be in conflict with his natural impulse and strain which can(t be considered good social relations in work group. So in order to bring discipline there should be good relationship between employer and employee and interest of workers should also be highlighted. 3aintenance of discipline is a prere0uisite for the attainment of ma.imum productivity! not only of workers but also of entire nation. Self7discipline is the highest form of discipline and management effort should be directed to encourage this. True discipline is education because it changes attitude of workers towards their work and workplace. Thus! discipline is to be developed from within and it has to be reformative and not punitive. Principles,The basic prere0uisites of discipline in industrial organisations are as follows<7

"6 The ob=ective of industrial discipline should be clearly stated and specify the standards e.pected of the work men. 86 Specific and clear rules and regulations should be laid down in consultation with the workers which serve as code of conduct for workers and managers. $6 &ules must be communicated to all in organisation and must be understood in same terms. )6 The rules of conduct must contain provision for investigation and settlement of grievances arising out of and during course of employment. @6 The management should ensure that their own conduct and policies do not encourage breach of discipline. This will promote self7discipline among workers. A6 The enforcement authority must be specified. The procedure for appeal against disciplinary action by aggrieved party should also be provided. E6 The 0uantum of prescribed punishment in specified cases of indiscipline should be known. *6 All rules and regulations should be e.ecuted ob=ectively and consistently. They should be appraised regularly to keep them suitable and upto date. #6 The discipline policy should seek to prevent the breach of discipline rather than to administer penalties. ,enalties should be used only when they become absolutely necessary. "J6 There should be suitable grievance procedure for the prompt redressal of all grievances of employees. All awards - agreements should be implemented with out delay and discrimination. ""6 A discipline committee may be constituted to look into the causes of indiscipline in the enterprise and to suggest suitable measures for their removal.

0MP*(0RM0)?mpowerment occurs when employees are ade0uately trained! provided with all relevant information - the best possible tools! fully involved in key decision - are fairly rewarded for result. ?mpowerment is a key building block of progressive management by those who view power an unlimited resource. The more power you give away 5to lower level6! the more you have in terms of productivity - performance. This can be a difficult concept to grasp for traditional authoritarian managers who see empowerment as a threat to their authority. Today! the issue is not empowerment verses no empowerment. &ather the issue is how empowerment should take place. The famous e.p. >f empowerment a total Kuality 3anagement 5TK36 which is employee driven for ensuring best possible 0uality products - services for satisfaction of customers. TK3 empowers employees at all levels in order to tap their full creativity! motivation - commitment. The other practices which encourage teamwork - employer involvement include suggestion system! 0uality circles! self managed team! participative leadership etc