the actual posting of an employee to a specific job. It involves assigning a specific rank and responsibility to an employee.

Placement is the assignment or reassignment of an employee to a new job. Most placement decisions are made by line managers. Major benefits of proper placementthe employee is able to: Show good results on the job. Get along with people easily. Keep his spirits high, report for duty regularly. Avoid mistakes and accidents.

Promotions: A promotion occurs when an employee is moved from a job to another position that is higher in pay, responsibility or organizational level. Promotions may be based on merit (they occur based on superior performance of the employee in the current position) or based on seniority (for instance, the employee who has worked longer in the organization get the promotion.) Transfers And Demotions: Transfers and demotions are the other two major placement decisions available to the organization. Transfers occur when the employee is moved from one job to another position that is relatively equal in pay, responsibility, or organizational level. A demotion is a compulsory reduction in an employee's rank or job title within the organizational hierarchy of a company, public service department, or other body. A demotion may also lead to the loss of other privileges associated with a more senior rank and/or a reduction in salary or benefits.

The difficulty with placement is that we tend to look at the individual but not at the job. Whether the employee works independent of others or is dependent depends on the type of jobs. Jobs may be classified into 3 categories: 1. Independent jobs- In such situations, the activities of one worker have little bearing on the activities of other workers. This is the placement in its simplest form, and it is the problem for which solutions have most often been developed. Example: postal service or field sales. 2. Sequential job: In this job, activities of one worker are dependent on the activities of a fellow worker. Example: Assembly lines. 3. Pooled jobs: Where jobs are pooled in nature, there is high interdependence among activities. The final output is the result of contribution of all the workers. It is the team work which matters. Example: project teams,

Independent jobs do not pose great problems in placement, But independent jobs are becoming rarer and rarer, as most jobs are dependent (sequential or pooled). In order to match individuals with jobs, organization used the assessmentclassification model.

Induction is the process of receiving and welcoming an employee when he first joins the company and giving him basic information he needs to settle down quickly and happily and stars work. A formal entry into an organization or position or office is induction. A process through which a new employee is integrated into an organization, learning about its corporate culture, policies, and procedures, and the specific practicalities of his or her job. An induction program should not consist of a one-day introduction, but should be planned and paced over a few days or weeks. In the United States there is a growing use of boot camps, which work to assimilate a new employee rapidly into the culture of the employing organization.

Induction is of a shorter duration while orientation may take up to a week. Induction comes first and is usually followed by orientation. Induction is more informal than orientation. Induction means to introduce the new employee with all the other employees to make him feel relaxed. He is given a preview of the company and is more in the form of a presentation than in the form of training which is what orientation is. Induction gives an idea of the type of organization he is going to work with and in general to make him feel more comfortable with the premises and the people inside the organization.

A formal induction programme(orientation) should provide following information: * Brief history and operations of the company. * The companys organization structure. * Policies and procedure of the company. * Products and services of the company. * Location of department and employee facilities. * Safety measures. * Grievances procedures. * Benefits and services of employee. * Standing orders and disciplinary procedures. * Opportunities for training, promotions, transfer etc. * Suggestion schemes. * Rules and regulations.

Induction is designed to achieve following objectives: * To help the new comer to overcome his shyness and nervousness in meeting new people in a new environment. * To give new comer necessary information such as location of a caf, rest period etc. * To build new employee confidence in the organization. * To help in reducing labor turnover and absenteeism. * To reduce confusion and develops healthy relations in the organization.

* To ensure that the new comer do not form false impression and negative attitude towards the organization. * To develop among the new comer a sense of belonging and loyalty to the organization. * To gain employee commitment. * To reduce his or her anxiety. * To help him or her understand organizations expectation. * To convey what he or she can expect from the job and the organization.

Training is the act of increasing knowledge and skills of an employee performing the job assigned to him. It is a learning process that involves acquisition of knowledge, sharpening skills, concepts, rules, or changing attitudes and behaviors to enhance performance of employees.

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The need for training is determined by the employees performance deficiency, computed as follows: Training need = Standard performance Actual performance. A training need exists when there is a gap between what is required of an employee to perform their work competently and what employee actual know

Improves morale of employees Less supervision Fewer accidents Chances of promotion Increased productivity Higher Employee morale Increases job satisfaction and job security Easy Adaptability Reduced turnover and Absenteeism Employee Development

Training is broadly categorized into two types such as: 1. Pre-Service Training It is a process through which individuals are made ready to enter a certain kind of professional job such as management, medicine or engineering. \ This training is more academic in nature and has to attend regular classes in a formal institution and need to complete a definite curriculum and courses successfully to receive a formal degree or diploma. They are not entitled to get a professional job unless they can earn a certificate, diploma, or degree from the appropriate institution.

2. In-Service Training It is a process of employee development for the purpose of improving the performance of an incumbent holding a position with assigned job responsibility. It is offered by the organization from time to time for the development of skills and knowledge of the incumbents for the professional growth of the individuals. It is a programme designed to strengthen the competencies of employees while they are on the job. In-Service training is a problem-centered, learneroriented and time-bound series of activities which provide the opportunity to develop the sense of purpose broaden the perception of the learners and increase capacity to gain knowledge and mastery of techniques.

1. Skills training: The need for training in basic skills (such as reading, writing, computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of team, leading others) is identified through assessment. Several are available for imparting these basic skills in modern organizations (such as lectures, on-the-job, coaching etc.). 2. Refresher training: Rapid change in technology may force companies to go in for this kind of training. By organizing short-term courses the company may keep its employees up-to-date ready to take on emerging challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive.

3. Cross-functional Training: involves training employees to perform operations in areas other than their assigned job. Example: Job rotation. Eli Lilly and company (India) , for example, encourage cross functional movements to make the organization equally attractive to both specialists and generalists. 4. Team Training: Team Training generally covers two areas: content tasks and group processes content tasks specify the teams goals such as cost control and problem solving. Group processes reflect the way members function as a team for example how they interact with each other, how they sort out differences, how they participate etc. companies are investing heavy amounts, nowadays, in training new employees to listen to each other and to cooperate. They are using outdoor experiential training technique to develop network and team spirit among their employees (such as scaling a mountain, preparing recipes for colleagues at a restaurant.

5. Creativity training: Companies like Mudra Communications, Titan Industries, Wipro encourage their employees to think unconventionally, break the rules, take risks, go out of the box and devise unexpected solutions. In creativity training, trainers focus on 3 things: a. Breaking away: in order to break away from restrictions, the trainee is expected to (i) identify the dominant ideas influencing his own thinking (ii) define the boundaries within which he is working (iii) bring the assumptions out into the open and challenge everything. b. Generate new ideas: To generate new ideas, the trainee should open his mind; look at the problem from all possible angles and list as many alternatives approaches as possible. Example: the trainee should allow his mind to wander over alternatives freely, expose himself to new influences (people, articles, books, situations) switch over from one alternatives to another. c. Delaying judgement: To promote creative thinking, the trainee should not try to kill off ideas too quickly; they should be held back until he is able to generate as many ideas as possible. He should allow the ideas to grow little. Brainstorming (getting a large number of ideas from a group of people in short time).

6. Diversity training: It considers all the diverse dimensions in the workplace race, gender, age, lifestyles, culture, education, ideas and backgroundwhile designing a training programme. The programme covers 2 things: (i) awareness building, (ii) skill building. 7. Literacy Training: Inability to write, speak and work well with others could often come in the way of discharging duties especially at the lower levels. Workers, in such situation, may fail to understand safety messages, appreciate the importance of sticking to rules and commit avoidable mistakes. Functional literacy programme, Tutorial programme, home assignments, reading and writing exercises, simple mathematical tests, etc, are generally used in all company in-house programme.

Training methods are essentially of 2 types such as: 1. Passive Method: It is dominated by trainers and the participants or trainees passively consume knowledge. It includes: Lecture and discussion Video and Films Laboratory demonstrations 2. Active Method: It is dominated by the trainees and trainees actively utilize knowledge in a manner designed to clarify, reinforce and extend operational and system knowledge. This method includes: Equipment mock-ups: A model, built to scale, of a machine, apparatus, or weapon, used in studying the construction of, and in testing a new development, or in teaching personnel how to operate the actual machine, apparatus, or weapon.

1. On-the-Job Methods: Refer to the methods that are applied in the workplace, while the employee is actually working. On the job training methods are those which are given to the employees within the everyday working of a concern. It is a simple and cost-effective training method. The inproficient as well as semi- proficient employees can be well trained by using such training method. The employees are trained in actual working scenario. The motto of such training is learning by doing. Instances of such on-job training methods are jobrotation, coaching, temporary promotions, etc.

2. Off-the Job Methods: These methods are used away from workplaces. Off the job training methods are those in which training is provided away from the actual working condition. It is generally used in case of new employees. Instances of off the job training methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and only if large number of employees have to be trained within a short time period. Off the job training is also called as vestibule training, i.e., the employees are trained in a separate area( may be a hall, entrance, reception area, etc. known as a vestibule) where the actual working conditions are duplicated.

1. Apprentice a formal agreement between an individual who wants to learn a skill and an employer who needs a skilled worker. earning while learning Training occurs under the supervision of an experienced person: Upon successfully completing an apprenticeship programme, trainee is eligible for applying for permanent job in an organization subject to availability of vacancy. 2. Job Rotation the movement of employees through a range of jobs in order to increase interest and motivation. Interaction with colleagues in different departments provides an enriching experience of various day to day problems. improve multiskilling

3. On the job Training (OJT) Majority of industrial training is of the on-the-job-training type. OJT is conducted at the work site and in the context of the job. it is informal, as when an experienced worker shows a trainee how to perform the job tasks. 4. Job Instruction Training (JIT) JIT also known as training through step-by-step involves listing of all necessary steps involved in the job performance with a sequential of all steps. These steps show what is to be done, how to be done and why to be done. 5. Coaching direct personal instructions and guidance (guidance in the form of direction, advice, criticism and suggestions.) The coach observes, analyzes and attempts to improve the performance of the trainee.

Understudy the trainee works normally as assistant under the direction a senior manager selects and trains a trainee manager from among his/her subordinates, who at a future time will be capable of handling the senior managers responsibilities. Example- this method used by industrialist to develop their family members. 7. Mentoring to provide wise counseling, teaching, emotional support and guiding. a senior manager acts as a friend, philosopher and guide to a new recruit and provides him the support that he latter needs. Example- Chanakya served as a mentor to Chandragupta.

1. Lectures verbal presentation of information by an instructor to a large audience. can be used for very large groups, and hence the cost per trainee is low. This method is mainly used in colleges and universities, though its application is restricted in training factory employees. method can be made effective it if is combined other methods of training. 2. Programmed Instruction (PI) method where training is offered without the intervention of a trainer. Information is provided to the trainee in blocks, either in a book form of thought a teaching machine. After reading each block of material, the learner must answer a question about it. Feedback in the form of correct answers is provided after each response. Thus, programmed instruction (PI) involves: 1. Presenting questions, facts, or problems to the learner 2. Allowing the person to respond 3. Providing feedback on the accuracy of his or her answers. 4.If the answers are correct, the learner proceeds to the next block. If not, he or she repeats the same.

3. Simulation: A simulator is any kind of equipment or technique that duplicates as nearly as possible the actual conditions encountered on the job. Simulation then, is an attempt to create a realistic decision-making environment for the trainee. Simulations present likely problem situation and alternatives to the trainee. a) Case Study: b) Role playing: C) Vestibule Training d) In-basket test or an in-basket exercise

4. Sensitivity Training/ laboratory training/ encounter groups/ T- groups (training groups). uses small numbers of trainees, usually fewer than 12 in a Group. The objectives of sensitivity training are to provide the participants with increased awareness of their own behavior and how others perceive themgreater sensitivity to the behavior of others, and increased understanding of groups processes Meeting have no agenda, are held away from workplaces, focuses on 'why participants behave as they do, how they perceive one another, and the feelings and emotions generated in the interaction process. .

Management Commitment is Lacking and Uneven: Aggregate Spending on Training is Inadequate: Educational Institute Awards Degrees but Graduate Lacks Skills: Large-scale Poaching of trained Workers: No help to workers displaced because of downsizing:

1. Clear Objectives: 2. Training Policy: 3. Motivation: 4. Reinforcement: 5. Organized Material: 6. Learning Periods: 7. Preparing the Instructor: 8. Feedback: 9. Practice: 10. Appropriate Technique:

Compensation is any form of payment given to employees in exchange for work they perform. Financial payment made at or near the place where work is performed is called Direct Compensation. Examples of direct compensation are wages, salaries, overtime pay, commission and bonuses. Besides earning a wage or salary, most employees are also compensated for their efforts by certain benefits. Such benefits as leave travel concession and holidays, health care, insurance and pensions are forms of Deferred or Indirect Compensation.

It refers to providing equitable and fair remuneration to employees for their contribution to the attainment of organizational objectives. Compensation is the remuneration received by an employee in return for his/her contribution to the organization. It is an organized practice that involves balancing the work-employee relation by providing monetary and non-monetary benefits to employees. Compensation is an integral part of human resource management which helps in motivating the employees and improving organizational effectiveness

1. Attracting and retaining personnel From organizations point of view, the compensation management aims at attracting and retaining right personnel in the organization. In the Indian corporate scene, there is no dearth (lack) of personnel at operative levels but the problems come at the managerial and technical level particularly for growing companies. Not only they require persons who are well qualified but they are also retained in the organization. In the present day context, managerial turnover is a big problem particularly in high knowledge-based organization. Compensation can serve to attract qualified applicants to the organization. Others things being equal, an organization offering a higher level of pay can attract a large number of qualified applicants than its competing units. Compensation also helps to retain competent employees in the organization. Although retaining competent workers is contingent on many factors, compensation policies help by maintaining a fair internal pay structure and by providing attractive benefits. Turnover is thus reduced, along with costs associated with recruiting, selecting and training placements

2. Motivating Personnel Compensation management aims at motivating personnel for higher productivity. Monetary compensation has its own limitations in motivating people for superior performance. Manufacturing and sales organizations, for example, use monetary incentives to attain higher levels of production or sales without hiring additional employees. When employees put forth their efforts, average productivity of labour increases. With increased productivity, fewer employees are needed to achieve the same level of output. Thus, labour costs are reduced and organizational profitability is increased.

3. Optimizing cost of compensation to achieve maximum efficiency in storage capacity or time or cost Compensation management aims at optimizing cost of compensation by establishing some kind of linkage with performance and compensation. It is not necessary that higher level of wages and salaries will bring higher performance automatically but depends on the kind of linkage that is established between performance and wages and salaries. Minimizing the costs of compensation can also contribute to organizational effectiveness since compensation is significant cost for most employers. In brief, compensation is provided for 2 reasons, namely, as a reward for past service to the enterprise and as a stimulus to increased performance in the future

4. Consistency in compensation Compensation management tries to achieve consistency both external and internalin compensating employees. Internal compensating involves payment on the basis of criticality of jobs and employees performance on jobs. Thus, higher compensation is attached to higher-level jobs. Similarly, higher compensation is attached to higher performers in the same job. Levels of jobs within an organization are determined by job evaluation. External consistency involves similar compensation for a job in all organizations. Though there are many factors involved in the determination of wage and salary structure for a job in an organization which may result into some kind of disparity in the compensation of a particular job as compared to other organization, compensation management tries to reduce the disparity.