5.

Problems of H R Administration

.(2.22)

Outlines
Human Resource administration :
5.1 Human Resource Development practices and problems at Micro level
Lacking Integrated approach
Lack of HRD policy
Insufficient government commitment:
Poor planning of HRD:
Unsupportive organizational culture:
a) Conflict between between management and human resources.
b)
Normally, management always suspicious with labour.
c)
Employees lack autonomy.
d) Top down communication increases miscommunication and creates
problem.
e)
Lacking collaboration to develop belongingness
f)Decreasing and missing team spirit.
g)
Discrimination on reward distribution.
Lack of appropriate structure for HRD
Weak institutional capacities for HRD
Inadequate Human resource information system:
Inadequate budget:
HRD Implementation problems

5.2 HRD problems at macro level:

5.2.1 Problem relating to Labour force distribution and migration:
5.2.2Problems related to acquisition of skilled labour in rural areas :
5.2.3 Problems related to utilization of redundant human resource:
5.2.4Problems related to Preservation and utilization of high level Manpower:
1

5.2.5Issue related to foreign jobs and work :

5. Problems of H R Administration
Human Resource administration :
Human Resource (HR) administration refers to the managing of human capital within an
organization or industry.
Once called personnel management, human resources is leading the way for improving the
overall employment experience for billions of hard-working professionals around the world. In
addition, human resource administration provides the business strategy by which organizations
can meet the demands of the future.
In many organizations, human resource administration is handled by a team of human
resources professionals headed by a senior human resources director.
The duties of the members of the team can range from recruiting and employee relations to
payroll and benefits administration. The entire team works together to achieve the human
resources goals of the organization under the direction of the human resources manager.
For the best results, HR administration should be closely linked with the executive management
of an organization. Each department must communicate the personnel needs and goals of the
company on a regular basis so that the human resources division can best support the
objectives of the organization. Without continual communication and resources, any
organization can face shortages of skilled staff to handle the many responsibilities in
departments, resulting in low performance.

5.1 Human Resource Development practices and problems at Micro level

Micro level
At micro level, human resource development is related with grass-root development in
organizations.
2

It is well received by companies management as they realized its importance and foresee its
future contribution for the individual and organizational development.
Generally, HRD at micro level talks about organization's human resource planning, selection,
training, performance appraisal, development, potential appraisal, compensation,
organizational development etc. HRD involvement in all these areas mainly aims at developing
new capabilities in people so that they could meet the present job challenges and prepare to
accept future job requirements.
Human resource Development faces the following problems at micro level.
Lacking Integrated approach:
Human resource Development is considered as the training of human resources. Human
resources should be considered by the integrated approach relating to management development,
career planning, performance appraisal, organizational development and employee welfare
activities, it should not be looks at single component. Due to the lack of the integrated approach
causes problems in other sectors of the HR management.
Lack of HRD policy:
Most of the developing countries they do not have the proper human resource Development
policy. Decision on HRD made on adhoc basis, HR not prioritize therefore arises the problem
relating to HRD.
Insufficient government commitment:
Instead of a comprehensive competency increment plan in government , HRD is considered an
incentive to employee. Government is not given priority for the growth of Human resource
development.
Poor planning of HRD:
HRD Planning is the first entry point to design the goals of HRD but in underdeveloped
countries are not planning HRD in a significant way it arises the problems.
Unsupportive organizational culture:
In an organization it should be focused for the development of HR but lacking support to the
human resource wing and unsupportive organizational culture human resource administration
remains neglected. The unsupportive organizational culture as:

o
o
o
o
o
o
o

Conflict between between management and human resources.

Normally, management always suspicious with labour.
Employees lack autonomy.
Top down communication increases miscommunication and creates problem.
Lacking collaboration to develop belongingness
Decreasing and missing team spirit.
Discrimination on reward distribution.

Lack of appropriate structure for HRD :

An organizational structure defines how activities such as task allocation, coordination and
supervision are directed towards the achievement of organizational aims. Due to the absence of
separate department for HRD , coordination and supervision problem arises.

Weak institutional capacities for HRD :

Employees need facilities, resources and capability development programs.Weak organizations
do not have these facilities by which there may arise problems.

Inadequate Human resource information system:

Smooth running of the organization a comprehensive human resource information system is
needed but organizations lack the information.
Inadequate budget:
Government allocate budget for programmes but very few for human resource development .

 HRD implementation problems:

Responsibility not assigned, Poor involvement of line managers, Activities not well defined,
inadequate budget allocation, poor monitoring and control of human resource performance are
the causes of implementation of HRD.

5.2HRD problems at macro level:

Macro level
At macro level, HRD is related with development of people for the nations well being. At this
level, it involves health, skills, capabilities and attitudes of people which are more useful in
development of nation as a whole. While calculating the national income and economic growth,
HRD examines the individuals potential, attitudes, skills, aspirations, knowledge etc; and
develops a concrete base for economic planning. However, HRD at macro level is not yet
popular as it is at macro level.
HRD faces many macro level problems which affects the performance of the employees as well
as the productivity of the organization.

5.2.1Problem relating to Labour force distribution and migration:

National Census 2068 (2012), which was presented by CBS . According to the report, the total
population of Nepal is 26,494,504, of which 51.5 are female and 48.5 are male.
The total population is found to be increased by 1.35 % from the previous census done 10 years
ago in 2058 B.S.
The most populous district is Kathmandu having 1.7 million inhabitants whereas Managing is
the least populous one. The literacy rate is found to be 65.9 percent which rose from 54.1 in
2001.
Total Ethnic groups are found to be 125 with 123 different languages. Chhetri is the major caste
with 16.6% people whereas Bahun caste declines from 12.7 to 12.2%. Major religion is Hindu
with 81.3% that is increased from 80.8%.

Region

Percent

Eastern

21.9

Central

36.5

Western

18.6

Mid western

13.4

Far western

9.6

Total

100

2011 census

Migration:
Migration from hills to terai region is increasing. Also migration from rural to urban is also
increasing. Shifting population from one region to another region caused problem for HRD.

5.2.2Problems related to acquisition of skilled labour in rural areas :

Most of the people in Nepal lives in the rural areas. About 83% of Nepal's population lives in
rural areas. people who are living at the villages they are unskilled labour and caused problem
for skilled jobs.
Acquisition is concerned with recruitment and selection of employees processes. Acquisition of
skilled labour is a problem in rural areas.

5.2.3 Problems related to utilization of redundant

human resource:
Redundancy is no longer in employment because there is no more work available
24 Public enterprises had privatized, a large number of redundancy employees were above age
50 years. Retaining those employees were a great problem.
The concerns of survivors who remain in organizations following redundancies.
The issues which arise from these concerns and uncertainties into three categories:

issues which arise following notification of forthcoming redundancies;

issues arising from the notification of those affected; and
issues following notification and termination of contract.
Based on in-depth interviews with senior human resource practitioners in 40
organizations, utilizes organizational practices and learning to explore the management of
these issues.
Recognizes the relationship between choice of redundancy strategy and the nature of the
issues which arise.
Argues that while organizations may be concerned with the needs of redundant staff, this
will be insufficient to address the concerns and uncertainties of survivors.
Also evaluates organizational practices aimed at building survivors' commitment in the
longer term.
Argues that while organizations are attempting to recast their culture and their
employment relationships, there is still much which could be done to recognize postredundancy issues from the perspective of the individual survivor.

When is a redundancy genuine (bona fide)?

A redundancy is genuine when an employer dismisses an employee because the job they were
doing is made redundant.
A bona fide redundancy occurs when the:

employer has made a definite decision that the job of the employee will cease to exist

decision is not due to the ordinary and customary turnover of labour

decision led to the termination of the employee's employment

termination is not on account of any personal act or default of the employee, or caused by
any consideration peculiar to the employee, or is for personal or disciplinary reasons.

A bona fide redundancy does not occur when:

the dismissed employee has reached normal retirement age (if the employee was going to
retire or resign anyway the redundancy would not be bona fide from a taxation point of
view)

the employee was not dismissed but left voluntarily (if the employee was going to retire
or resign anyway the redundancy would not be bona fide from a taxation point of view)

another employee of similar age or skills replaced the employee soon after the employee
was dismissed for disciplinary reasons (if it is believed that the aim of the redundancy
was to get rid of the employee as opposed to terminating the job the redundancy will not
be genuine tax-wise)

Redundancy procedure and guidelines

1. Application and scope
2. General principles
3. Measures to avoid or minimise redundancy
4. Identification of potential redundancies
5. Consultation

6. Approval
7. Selection criteria and process
8. Implementation of redundancies
9. Redundancy payments
10.Academic Freedom - Reference to Senior Academic Officer
11.Appeals

Utilization of redundant human resource

When the position held by a member of staff, on a tenurable/tenured, ongoing or fixed-term
contract, ceases to exist or becomes surplus to requirements, the job is declared redundant. This
results in a range of alternative career options for affected staff and requires a review and
assessment of existing structures and responsibilities within the affected area.
All staff without a position as a result of redundancy and, therefore, facing career change, will
be provided with assistance to re-establish themselves.
The immediate day-to-day management for individual cases is the direct responsibility of the
relevant supervisor.
It is the responsibility of affected staff, to take advantage of the range of support mechanisms
available to help them evaluate the options they may have.
In general this requires that they:

identify their skills and career preferences

gather information about available options

develop and implement an action plan to effect the preferred option

Fixed-term contract positions

9

Where the redundant position is a fixed-term contract there are three possible options.

The incumbent can work out the remainder of the contract period, be paid out the balance
of the salary owed for the period of the contract or,

in some circumstances, be moved to another position at the same level.

In most cases the employee can be required to clear any leave owing during the period of
the contract.

Ongoing positions
There are four options available to ongoing staff whose positions have been declared redundant.

Redeployment (to another position of equivalent classification within the organization

including fixed-term work assignments)

Retraining (undertaken within or external to the organization)

Reduction of time (conversion to a fractional appointment)

Release
o Resignation (following a successful search for employment outside the
organization
o Leave Without Pay or Secondment
o Retirement (with or without an honorary appointment in the case of academic
staff); retired staff may be considered for casual employment following a break in
service
o Separation (Voluntary)
o Redundancy (Involuntary)

the employee was dismissed for inefficiency

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5.2.4 Problems related to Preservation

utilization of high level Manpower:

and

High level Human Resources are competent and professional. They are highly educated
and trained. Due to their competency they are highly demanded. The organizational
culture is not favourable to the professional employees. They are very dynamic . It has
been very difficult to retain those professional in Nepal due to un favourable
environment.
Flight of human capital, refers to the departure of individuals with
technical skills or knowledge from organizations, industries and geographical
regions from developing county to developed countries.

Brain drain is
a situation in which many educated or
professional people leave a particular place or profession and
move to another one that gives them better pay or living
conditions

Human beings are a valuable national resource irrespective of their education or training, and the
economic productivity of all people, given the right conditions, may be indefinitely increased.
There is problems related to preservation and utilization of high level Manpower: They
are :

1.Economic sector

Low remuneration to the high level manpower

high level of inflation
insufficient Job opportunities
low growth rate of gross domestic product.
pervasive Proverty at the remote villages
Lacking proper price control mechanism

2. Social sector
Lacking honour and dignity in the society to the high level manpower.
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Prevailing untouchability at remote villages

unequal representation on public jobs.
Gender biasness
Lacking protection of the consumer's rights
Lacking reknowned educational institutions for higher study

3.Political sector reforms :

Lacking code of conduct on political parties
Lacking political ethics and morale
Low representation of the deprived groups
unequal representation on The House
Political unfairness

4.Administrative sector:

Poor security and safty measures.

Delay on public dervice delivery
Lacking citizen compensation programme
Lengthy government process
Legal sector
Long process and Delayness in case decision
Prevailing impunity in the society
Technological sector
Lacking facilities to the high tech persons.

lacking opportunities to research and development

12

Industrial Sector:
Lacking outdated improper industial policy to uplift the industrial sector.
Lacking attractive foreign capital investment policy
High rate of interrest
labour law is not friendly to develop industry in Nepal
Politicalize on industry's labour
Labour are not focused on their jobs
Mismanagement of Public sector enterprises

5.Provide long term loans in a nominal interest to the high level employee.Professionals need to
be able to afford their own homes bought more cheaply within Nepal.

5.2.5 Issue related to foreign jobs and work :

Most the young and energetic labour force is flying to aboard for jobs.About 56% of
families in Nepal are receiving remittances. It accounts the 31 % of total family income.
About 69% remittance are from countries other than India. In 2011/2012 the number of
workers working at foreign countries were 453716.( Economic survey 2011/2012
Ministry of Finance )
5.2.5 Issue related to foreign jobs and work safty
Numerous cases of intolerable sufferings of Nepalese migrant workers have been
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found abroad.
It is bitter reality that Nepalese workers are accepted in East and South East Asia as well as Gulf
countries only because they are cheap and they do whatever job they get.
Most of them are educated male and female from middle and lower middle class families who go
abroad with a hope to earn much within a short period of time. The large number among them
works illegally.
Nepalese whether by training visa or by illegal measures, used to reach their destination
countries after paying considerably huge amount to the middle man or the so called employment
agencies. They are generally forced to work under 3-Ds (Dangerous, Difficulty and Dirty)
conditions. As a response to physical and sexual abuse of women migrants to the Middle East, in
1998 Government of Nepal officially banned female migration of Gulf States. The migration of
female is a bit restricted. To obtain a passport a women have to produce a permission letter from
their guardian, that is, from their husband if they are married or from their father if they are
unmarried. Further ideas of the government, with the objectives to promote international labour
migration, which have not yet realised, are :
(1) the creation of a foreign employment bank which should replace the informal channels that
are now used for remittances, and
(2) creation of revolving fund which will provide collateral free loans to individuals from
deprived sections of society For all households involved in the migration is the lack of
opportunities in Nepal for employment and for secure livelihood strategies that leads to
migration whether within the country, within the region or overseas.
Difficulty to find out the jobs:
How to find out the job is a great problem. Plenty of brokers are involving to search the
labour for foreign employment and template labour by assuring them by false salary and
benefits at the foreign country.
Lacking proper information about work and workplace:
Most of the workers they do believe on the agents. They do not know the work and
workplace at aboard. When they reach at the destination they know the reality.
Cheating at the departure point:
Most of the labours who are flying to foreign countries for the job are cheated at the
departure point by the agent and brokers.
Travel on fake passport:
Some workers travel on fake passport and deported back from the foreign countries.
Problem at the destination:
When the labour arrived at the destination country ,their passport will be seized by the
local agents and also deprive them from their human rights.
They are compelled to wok at the very low salary as they were expected at the departure
time.
Women are sent by the other routes than international airport:
They are sent to the foreign employment by land route from other countries.
More problems to the women:

14

Women are vulnerable: They are facing more sexual harassment in foreign countries.
Some of the women returning home pregnant or a child with them.
Problem on sending their earning:
There seems many problem on sending remittance . High charges and cheating by their
own friends. high charges on remittance transfer .
Safety problems :
There are many cases the workers they were facing at foreign countries. Some of the
workers returned from the airport. Many worker they were suffering lack of the safety
measures in the foreign countries.
Prerequisites for successful HRD programmes:
Top level commitment:
Devote time to Human resource development.
Favourable condition for development
Management should create a favourable environment for development.
Utilization of human resources
Effective utilization of skills and knowledge of human resources for the organization.
Investment in HRD
Allocate enough budget.
Openness and Trust
Organizational environment should be openness and trusty worthy.

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