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JNU, Jaipur
First Edition 2013
JNU makes reasonable endeavours to ensure content is current and accurate. JNU reserves the right to alter the
content whenever the need arises, and to vary it at any time without prior notice.
Index
I. Content..................................................................... II
Book at a Glance
I/JNU OLE
Contents
Chapter I........................................................................................................................................................ 1
Human Resource Management-An Introduction...................................................................................... 1
Aim................................................................................................................................................................. 1
Objectives....................................................................................................................................................... 1
Learning outcome........................................................................................................................................... 1
1.1 Introduction............................................................................................................................................... 2
1.2 Responsibilities of Human Resource Management.................................................................................. 2
1.2.1 Human Resource Management Goal........................................................................................ 2
1.2.2 Recruitment and Selection of Candidates................................................................................. 2
1.2.3 Training and Development of Employee.................................................................................. 2
1.2.4 Organisational Development.................................................................................................... 2
1.2.5 Career Development of the Employee...................................................................................... 2
1.2.6 Job Design................................................................................................................................. 3
1.2.7 Performance Management System........................................................................................... 3
1.3 Comparison between Personnel Management and Human Resource Management................................. 3
1.3.1 Comparison on the basis of Beliefs and Assumption............................................................... 3
1.3.2 Comparison on the basis of Strategic Aspects.......................................................................... 3
1.3.3 Comparison on the basis of Line Management........................................................................ 4
1.3.4 Key Levers................................................................................................................................ 4
1.4 Importance of the Human Resource Management.................................................................................... 4
1.5 Role of the Human Resource Management.............................................................................................. 5
1.6 Human Relation Theory............................................................................................................................ 5
1.7 Revolution of the Human Resource Management.................................................................................... 6
1.8 Human Relation Concept.......................................................................................................................... 6
1.9 To Understand Human Behavior............................................................................................................... 6
Summary........................................................................................................................................................ 7
References...................................................................................................................................................... 7
Recommended Reading................................................................................................................................ 7
Self Assessment.............................................................................................................................................. 8
Chapter II.................................................................................................................................................... 10
Human Resource Management in India................................................................................................... 10
Aim............................................................................................................................................................... 10
Objectives..................................................................................................................................................... 10
Learning outcome......................................................................................................................................... 10
2.1 Introduction..............................................................................................................................................11
2.2 Concern of the Human Resource Management Department...................................................................11
2.3 Significance of the Human Resource Department ..................................................................................11
2.4 History of the Human Resource Management in India...........................................................................11
2.5 Indian Management is Unique................................................................................................................ 12
2.6 Human Relation Movement in India....................................................................................................... 12
2.7 Scope of Human Resource Management in India................................................................................... 15
Summary...................................................................................................................................................... 16
References.................................................................................................................................................... 16
Recommended Reading.............................................................................................................................. 16
Self Assessment............................................................................................................................................ 17
Chapter III................................................................................................................................................... 19
Human Resource Planning......................................................................................................................... 19
Aim............................................................................................................................................................... 19
Objectives..................................................................................................................................................... 19
Learning outcome......................................................................................................................................... 19
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3.1 Definition................................................................................................................................................ 20
3.1.1 Human Resource Planning...................................................................................................... 20
3.2 Benefits of HRP...................................................................................................................................... 20
3.3 Uses of HRP............................................................................................................................................ 20
3.4 Activities Involve in HRP....................................................................................................................... 20
3.5 Need for HRP.......................................................................................................................................... 21
3.6 Process of HRP....................................................................................................................................... 21
3.6.1 Benefits of HRP...................................................................................................................... 22
3.7 Human Resource Planning System......................................................................................................... 23
3.8 Responsibility of Human Resource Planning Department..................................................................... 23
Summary...................................................................................................................................................... 25
References.................................................................................................................................................... 25
Recommended Reading.............................................................................................................................. 25
Self Assessment............................................................................................................................................ 26
Chapter IV................................................................................................................................................... 28
Recruitment and Selection......................................................................................................................... 28
Aim............................................................................................................................................................... 28
Objectives..................................................................................................................................................... 28
Learning outcome......................................................................................................................................... 28
4.1 Introduction............................................................................................................................................. 29
4.2 Concept of Recruitment and Selection................................................................................................... 29
4.2.1 Manpower Planning................................................................................................................ 29
4.2.2 Job Analysis Method............................................................................................................... 29
4.2.3 Identification of Vacancies...................................................................................................... 30
4.2.4 Preparation of Budget............................................................................................................. 30
4.2.5 Preparation and Publication of Information............................................................................ 30
4.2.6 Reception of Application Form............................................................................................... 30
4.3 Other Methods of Recruitment............................................................................................................... 31
4.3.1 Campus Recruitment............................................................................................................... 31
4.3.2 Walk-In Interview................................................................................................................... 31
4.3.3 Employees Referrals.............................................................................................................. 31
4.3.4 Labor Unions.......................................................................................................................... 31
4.3.5 Indoctrination Seminars.......................................................................................................... 32
4.3.6 Unconsolidated Application.................................................................................................... 32
4.3.7 Nepotism................................................................................................................................. 32
4.3.8 Leasing.................................................................................................................................... 32
4.3.9 Voluntary Organisations.......................................................................................................... 32
4.3.10 Computer Data Bank............................................................................................................ 32
4.4 Recruitment and Selection Policy........................................................................................................... 33
4.4.1 Selection Policy...................................................................................................................... 33
4.4.2 Recruitment Policy................................................................................................................. 33
4.5 Recruitment Practice In India................................................................................................................. 33
4.6 Selection Technique................................................................................................................................ 34
4.7 Evaluation and Selection Criteria........................................................................................................... 34
4.8 The Selection Process............................................................................................................................. 35
4.8.1 Preliminary Interviews............................................................................................................ 35
4.8.2 Application Blanks.................................................................................................................. 35
4.8.3 Check of References............................................................................................................... 36
4.8.4 Written Tests........................................................................................................................... 36
4.8.5 Employment Interviews.......................................................................................................... 36
4.8.6 Medical Examination.............................................................................................................. 36
4.8.7 Appointment Letter................................................................................................................. 36
4.8.8 Informal Interview.................................................................................................................. 36
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4.8.9 Formal Interview..................................................................................................................... 36
4.8.10 Patterned Interview............................................................................................................... 37
4.8.11 Depth Interview.................................................................................................................... 37
4.8.12 Stress Interview..................................................................................................................... 37
4.8.13 Group Interview.................................................................................................................... 37
4.8.14 Panel Interview..................................................................................................................... 37
4.9 Approval by Manager............................................................................................................................. 38
4.10 Medical Examination............................................................................................................................ 38
4.11 Induction............................................................................................................................................... 38
Summary .................................................................................................................................................... 39
References.................................................................................................................................................... 39
Recommended Reading.............................................................................................................................. 39
Self Assessment............................................................................................................................................ 40
Chapter V..................................................................................................................................................... 42
Training and Development......................................................................................................................... 42
Aim............................................................................................................................................................... 42
Objectives..................................................................................................................................................... 42
Learning outcome......................................................................................................................................... 42
5.1 Introduction............................................................................................................................................. 43
5.2 Concept of Training................................................................................................................................ 43
5.3 Objective of Training.............................................................................................................................. 43
5.3.1 To Increase Productivity......................................................................................................... 43
5.3.2 To Improve Quality................................................................................................................. 43
5.3.3 To Help a Company Fulfill its Future Personnel Needs......................................................... 43
5.3.4 To Improve Organisational Climate........................................................................................ 43
5.3.5 Obsolescence Prevention........................................................................................................ 44
5.3.6 Personal Growth..................................................................................................................... 44
5.4 Difference between Training and Development..................................................................................... 44
5.5 Objective of Training.............................................................................................................................. 44
5.5.1 Acquiring Intellectual Knowledge.......................................................................................... 44
5.5.2 Acquiring Manual Skills......................................................................................................... 44
5.5.3 Acquiring Problem-solving Skills........................................................................................... 45
5.6 Importance of Training........................................................................................................................... 45
5.7 Benefits of Training................................................................................................................................ 45
5.8 Training Need Identification................................................................................................................... 46
5.9 Total Organisational Analysis................................................................................................................. 46
5.10 Organisation Analysis Requirements.................................................................................................... 46
5.11 Organisational Diagnosis...................................................................................................................... 47
5.12 Task Analysis........................................................................................................................................ 47
5.12.1 Task Lists.............................................................................................................................. 47
5.12.2 Job Breakdown..................................................................................................................... 48
5.12.3 Job Performance................................................................................................................... 48
5.13 Performance Analysis........................................................................................................................... 49
5.14 Training Needs Identification................................................................................................................ 49
5.15 Different Kinds of Training Needs....................................................................................................... 49
5.16 Methodology of Training and Development......................................................................................... 49
5.16.1 On-the-job Technique........................................................................................................... 49
5.16.2 Off-the-job Technique........................................................................................................... 49
5.16.3 Orientations are for New Employees.................................................................................... 50
5.17 Training and Development Process...................................................................................................... 50
5.18 Simulation Exercises and Role Paying................................................................................................. 50
5.18.1 Audiovisual........................................................................................................................... 50
5.18.2 Job Rotation.......................................................................................................................... 51
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5.18.3 Apprenticeship...................................................................................................................... 51
5.18.4 Internship.............................................................................................................................. 51
5.18.5 Programmed Learning.......................................................................................................... 51
5.18.6 Laboratory Training.............................................................................................................. 51
5.19 Evaluating Training Program................................................................................................................ 51
5.20 What Should Be Evaluated?................................................................................................................. 51
5.21 Training Evaluation Outcomes............................................................................................................. 52
5.21.1 Reactions............................................................................................................................... 52
5.21.2 Learning................................................................................................................................ 53
5.21.3 Behavior................................................................................................................................ 53
5.21.4 Results................................................................................................................................... 53
Summary...................................................................................................................................................... 54
References.................................................................................................................................................... 54
Recommended Reading.............................................................................................................................. 54
Self Assessment............................................................................................................................................ 55
Chapter VI .................................................................................................................................................. 57
Employees Growth...................................................................................................................................... 57
Aim............................................................................................................................................................... 57
Objectives..................................................................................................................................................... 57
Learning outcome......................................................................................................................................... 57
6.1 Introduction............................................................................................................................................. 58
6.2 What is Career Planning?........................................................................................................................ 58
6.3 Importance of Career Planning............................................................................................................... 58
6.4 Succession Planning................................................................................................................................ 59
6.5 Need for Succession Planning................................................................................................................ 59
6.6 Other Career Programs........................................................................................................................... 59
6.6.1 Work Family Programs........................................................................................................... 59
6.6.2 Relocation Assistance and Hiring Practices............................................................................ 60
6.6.3 Work Family Seminar and Flexible HR Practices.................................................................. 60
6.6.4 Flexible Work Schedules........................................................................................................ 60
6.6.5 Outplacement Program........................................................................................................... 60
6.6.6 Special Programs for Women, Minorities and Employees with Disabilities......................... 61
6.6.7 Fast Track Employees............................................................................................................. 61
Summary...................................................................................................................................................... 62
References.................................................................................................................................................... 62
Recommended Reading.............................................................................................................................. 62
Self Assessment............................................................................................................................................ 63
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7.4.6 Behaviorally Anchored Rating Scales.................................................................................... 68
7.4.7 Performance Ranking Method................................................................................................ 68
7.4.8 Management by Objective (MBO) Method............................................................................ 68
7.4.9 360 Degree Performance Appraisal........................................................................................ 68
7.4.10 Forced Ranking (Forced Distribution).................................................................................. 68
7.4.11 Behavioral Observation Scale............................................................................................... 68
7.5 360 Degree Performance Appraisal........................................................................................................ 68
7.6 Steps of the Performance Appraisal........................................................................................................ 69
7.6.1 Superiors................................................................................................................................. 69
7.6.2 Self-assessment....................................................................................................................... 69
7.6.3 Peers........................................................................................................................................ 70
7.6.4 Subordinates............................................................................................................................ 71
7.6.5 Customers............................................................................................................................... 71
7.7 Important Factor in the 360 Degree Feedbacks...................................................................................... 72
7.8 Advantages of the 360 Degree Appraisal................................................................................................ 72
7.9 Problem with the 360 Degree Appraisal Process.................................................................................... 72
7.10 Management by Objectives (MBO)...................................................................................................... 73
7.11 Unique Features and Advantages of MBO........................................................................................... 73
7.12 Benefit of the Performance Appraisal................................................................................................... 74
Summary...................................................................................................................................................... 76
References.................................................................................................................................................... 76
Recommended Reading.............................................................................................................................. 76
Self Assessment............................................................................................................................................ 77
Chapter VIII................................................................................................................................................ 79
Compensation Management...................................................................................................................... 79
Aim............................................................................................................................................................... 79
Objectives..................................................................................................................................................... 79
Learning outcome......................................................................................................................................... 79
8.1 Introduction............................................................................................................................................. 80
8.1.1 Components of Compensation System................................................................................... 80
8.2 Types of Compensation........................................................................................................................... 80
8.2.1 Direct Compensation.............................................................................................................. 80
8.2.2 Indirect Compensation............................................................................................................ 81
8.3 Need of Compensation Management...................................................................................................... 82
8.4 Managing Compensation........................................................................................................................ 82
8.4.1 Subsistence Theory................................................................................................................. 82
8.4.2 Standard of Living Theory...................................................................................................... 83
8.4.3 Residual Claimant Theory...................................................................................................... 83
8.4.4 The Wage Fund Theory........................................................................................................... 83
8.4.5 Demand and Supply Theory................................................................................................... 83
8.4.6 Marginal Productivity Theory................................................................................................. 83
8.4.7 Purchasing Power Theory....................................................................................................... 83
8.4.8 The Bargaining Theory of Wages........................................................................................... 83
8.4.9 Classification of Wages........................................................................................................... 84
8.5 Designing and Administering Benefits................................................................................................... 85
8.5.1 Collective Bargaining............................................................................................................. 85
8.5.2 Mediation and Conciliation.................................................................................................... 85
8.5.3 Investigation............................................................................................................................ 85
8.5.4 Arbitration............................................................................................................................... 85
8.5.5 Adjudication............................................................................................................................ 85
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Summary...................................................................................................................................................... 87
References.................................................................................................................................................... 87
Recommended Reading.............................................................................................................................. 87
Self Assessment............................................................................................................................................ 88
Chapter IX................................................................................................................................................... 90
Job Evaluation............................................................................................................................................. 90
Aim............................................................................................................................................................... 90
Objectives..................................................................................................................................................... 90
Learning outcome......................................................................................................................................... 90
9.1 Introduction............................................................................................................................................. 91
9.2 Assess Employee Contribution............................................................................................................... 91
9.3 Definition of Job Evaluation................................................................................................................... 91
9.4 Objective of Job Evaluation.................................................................................................................... 91
9.5 Essentials for the Success of Job Evaluation Programme...................................................................... 92
9.6 Procedure of Job Evaluation................................................................................................................... 92
9.6.1 Analyse and Prepare Job Description..................................................................................... 92
9.6.2 Select and Prepare a Job evaluation Plan................................................................................ 92
9.6.3 Classify Jobs........................................................................................................................... 92
9.6.4 Install the Programme............................................................................................................. 93
9.6.5 Maintain the Programme........................................................................................................ 93
9.7 Job Evaluation Method........................................................................................................................... 93
9.8 Advantages of Job Evaluation................................................................................................................. 95
9.9 Limitations of Job Evaluation................................................................................................................. 95
9.10 Job Satisfaction..................................................................................................................................... 95
9.11 Determinants of Job Satisfaction ......................................................................................................... 96
9.12 Promotion and Transfers....................................................................................................................... 96
9.13 Promotion.............................................................................................................................................. 96
9.14 Definitions of Promotion...................................................................................................................... 96
9.15 Transfers................................................................................................................................................ 97
9.16 Types of Transfer.................................................................................................................................. 97
Summary...................................................................................................................................................... 98
References.................................................................................................................................................... 98
Recommended Reading.............................................................................................................................. 98
Self Assessment............................................................................................................................................ 99
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10.8.2 Unguided Interview............................................................................................................ 105
10.9 A Combination of the Guided and Unguided Interview..................................................................... 106
10.10 Companys Record Method.............................................................................................................. 106
10.11 General Impression of the Supervisor............................................................................................... 106
10.12 Listening-in by a Trained Observer.................................................................................................. 106
10.13 The Questionnaire Method............................................................................................................... 106
10.14 Conducting the Survey...................................................................................................................... 107
10.15 Measurement of Employee Morale................................................................................................... 107
10.16 Improving Morale............................................................................................................................. 107
Summary.................................................................................................................................................... 109
References.................................................................................................................................................. 109
Recommended Reading............................................................................................................................ 109
Self Assessment...........................................................................................................................................110
Chapter XI .................................................................................................................................................112
Motivation...................................................................................................................................................112
Aim..............................................................................................................................................................112
Objectives....................................................................................................................................................112
Learning outcome........................................................................................................................................112
11.1 Introduction..........................................................................................................................................113
11.2 Concept of Motivation.........................................................................................................................113
11.3 Definition of Motivation by Different Author......................................................................................113
11.4 The Motivation Cycle..........................................................................................................................114
11.5 Working Situation of Employees.........................................................................................................115
11.6 Motivation Techniques.........................................................................................................................115
11.7 Steps of Motivation..............................................................................................................................115
11.8 Theories of Motivation.........................................................................................................................117
11.9 Maslows Hierarchy of Needs..............................................................................................................117
11.10 McGregors Theory X and Theory Y.................................................................................................119
11.10.1 Theory X............................................................................................................................119
11.10.2 Theory Y............................................................................................................................119
11.10.3 Theory Z.............................................................................................................................119
11.10.4 Some Important Points...................................................................................................... 120
11.11 Herzbergs Hygiene & Motivational Factors.................................................................................... 120
11.11.1 Hygiene or Dissatisfiers.................................................................................................... 120
11.11.2 Motivators or Satisfiers..................................................................................................... 121
11.12 Analysis of Maslow, Herzberg, and McGregors Theories............................................................... 121
Summary.................................................................................................................................................... 122
References.................................................................................................................................................. 122
Recommended Reading............................................................................................................................ 123
Self Assessment.......................................................................................................................................... 124
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12.6.2 Intermediate Step................................................................................................................ 130
12.6.3 Final Company-Union Step................................................................................................ 130
12.7 Arbitration........................................................................................................................................... 130
12.8 Concept of the Discipline.................................................................................................................... 130
12.9 Principles for Maintenance of Discipline........................................................................................... 131
12.10 Meaning and Objective of Discipline............................................................................................... 131
12.11 The Aims and Objectives of Discipline ........................................................................................... 131
12.12 Disciplinary Procedure...................................................................................................................... 132
12.13 Basic Ingredients or Guidelines of a Disciplinary Action................................................................ 132
12.14 Disciplinary:Action Penalties........................................................................................................... 132
12.15 Procedure for Disciplinary................................................................................................................ 132
12.15.1 An Accurate Statement of the Disciplinary Problem........................................................ 133
12.15.2 Collection of Data or Fact Bearing on the Case............................................................... 133
12.15.3 Selection of Tentative Penalty.......................................................................................... 133
12.15.4 Choice of Penalty............................................................................................................. 133
Summary.................................................................................................................................................... 134
References.................................................................................................................................................. 134
Recommended Reading............................................................................................................................ 134
Self Assessment.......................................................................................................................................... 135
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13.23 Leadership Theories.......................................................................................................................... 145
13.24 Contingency Theories....................................................................................................................... 146
13.25 Situational Leadership Theory.......................................................................................................... 147
13.26 The Path-Goal Theory....................................................................................................................... 147
13.27 Contemporary Theories.................................................................................................................... 147
13.28 Charismatic Leaders.......................................................................................................................... 147
13.29 Transformational Leader................................................................................................................... 148
13.30 Team Leader...................................................................................................................................... 148
13.31 Classification of Leadership.............................................................................................................. 148
Summary.................................................................................................................................................... 149
References.................................................................................................................................................. 149
Recommended Reading............................................................................................................................ 149
Self Assessment.......................................................................................................................................... 150
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List of Figures
Fig. 3.1 Block diagram of HRP..................................................................................................................... 22
Fig. 3.2 Flowchart of HRP............................................................................................................................ 23
Fig. 7.1 Performance appraisal..................................................................................................................... 69
Fig. 7.2 Management by objectives.............................................................................................................. 74
Fig. 11.1 Motivation cycle...........................................................................................................................114
Fig. 11.2 Maslows hierarchy of need..........................................................................................................118
Fig. 11.3 Herzbergs hygiene and motivational factors.............................................................................. 120
Fig. 12.1 Grievance handling procedure..................................................................................................... 129
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List of Tables
Table 1.1 Comparison of personnel management and HRM on the basis of beliefs and assumption............ 3
Table 1.2 Comparison of personnel management and HRM on the of basis strategic aspects....................... 3
Table 1.3 Comparison of personnel management and HRM on the basis of line management..................... 4
Table 1.4 Comparison of personnel management and HRM on the basis of key levers................................ 4
Table 2.1 Human relation movement in India.............................................................................................. 14
Table 4.1 Application blanks......................................................................................................................... 35
Table 5.1 Difference between training and development............................................................................. 44
Table 5.2 Training evaluation outcome......................................................................................................... 52
Table 10.1 Morales definition.................................................................................................................... 102
Table 11.1 Motivation by different author...................................................................................................113
Table 11.2 Maslow hierarchy of need..........................................................................................................118
Table 12.1 Definition of grievances............................................................................................................ 127
Table 12.2 Definition of discipline.............................................................................................................. 131
Table 13.1 Definition of group.................................................................................................................... 138
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Abbreviations
CM - Configuration Management
CMM - Capability Maturity Model
CMS - Changes Management System
ISO - International Organisation for Standardisation
MBO - Management of Objectives
SEI - Software Engineering Institute
TQM - Total Quality Management
WBS - Work Breakdown Structure
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Chapter I
Human Resource Management-An Introduction
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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Human Resource Management
1.1 Introduction
Human Resource Management is the strategic and logical approach of every management system. Human Resource
Management has replaced the Personnel management, as it brings together the most valued asset of the organisation
i.e. the employees of an organisation which contribute to the achievement of the objective of the business. Human
Resource Management (HRM) simply means employing people, developing their competence utilising, maintaining
and compensating their services for getting the job done as per the requirement of organisations.
There are some factors discussed below which may result in success or failure of any organisation
The business and political surroundings that can influence an undesirable thinking in the masses.
Lack of resources that can reduce the productivity.
Incompetency of the employees that can degrade the quality of the product.
Lack of constructive motivation can lower employees involvement in work.
Lack of supervision can lead to inefficiency.
Most important factor is the communication gap that exists between the workers and the management. Such
filtration of communication can result in serious organisational conflicts.
Proper training will enhance the capability of an individual and enable him to perform well in current and in future
job.
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1.2.6 Job Design
As per the competence and training given to the individual, management has to decide the job allocation of
candidates.
Table 1.1 Comparison of personnel management and HRM on the basis of beliefs and assumption
Table 1.2 Comparison of personnel management and HRM on the of basis strategic aspects
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Human Resource Management
Table 1.3 Comparison of personnel management and HRM on the basis of line management
Table 1.4 Comparison of personnel management and HRM on the basis of key levers
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1.5 Role of the Human Resource Management
Following points describes the role of HRM
To enable the management to achieve organisational objectives through its workforce.
To ensure that the organisation fulfills all the government and social obligations.
To assist the organisation in building right number and type of employees to fulfill its goals.
To maintain performance standards and increase productivity through effective job design.
To provide an adequate orientation, training and development program.
To provide performance-related feedback and ensure effective two-way communication.
To utilise people to the fullest capacity and potential.
To create a climate in which employees are encouraged to develop and utilise their skills to the fullest.
To create and maintain a safe and healthy work environment.
To establish and maintain a harmonious employer and employee relationship.
To help the organisation to retain productive employees.
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Human Resource Management
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Summary
Human Resource Management is the strategic and logical approach of every management system.
Human Resource Management has replaced the Personnel management, as it brings together the most
valued asset of the organisation i.e. the employees of an organisation which contribute to the achievement of
the objective of the business
Selection process is carried out by taking interviews of candidates and examines their qualification and
ability
Training an individual is carried out by recognising the area where the candidate has to be trained.
Career development ensures that the employee will stay back with the organisation and it also gives job
satisfaction to the employee.
HRM has to manage money, market, material, machines and men.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations. Himalaya Publishing
House.
Bolden, R., Gosling, J., Marturano, A. & Dennison, P., 2003. A Review of Leadership Theory and Competency
Frameworks.
McNamara, C. All About Human Resources and Talent Management [Online] Available at: <http://
managementhelp.org/hr_mgmnt/hr_mgmnt.htm> [Accessed 28 September 2010].
Evolution of Human Resource Management [Online] Available at: http://www.articlesbase.com/training-articles/
evolution-of-human-resource-management-1294285.html> [Accessed 14 September 2012].
2010. Human Resource Management-I Video Lecture Course, Nature and Scope of HRM, [Video Online]
Available at: <http://www.youtube.com/watch?v=Fa8E3tCDIpo&feature=player_embedded> [Accessed 14
September 2012].
2010. Human Resource Management-I Video Lecture Course, Analysing and Designing Job: I, [Video Online]
Available at: <http://www.youtube.com/watch?v=S_1FyWMYBoo&feature=player_embedded> [Accessed 14
September 2012].
Recommended Reading
Suri, R. K. & Chhabra, T.N. Industrial Psychology, Sun India Publications, New Delhi.
Singh, K. & Duggal, B. R. Human Resource Management, Sun India Publications, Delhi.
Chhabra, T. N. Human Resource Management, Dhanpat Rai & Co., Delhi.
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Human Resource Management
Self Assessment
1. The Human Resource management doesnt produce any profit or neither can it develop any revenue, but it can
have a hold on the organisation that can improve the _____________.
a. productivity
b. process
c. procedure
d. power
3. The Human Resource management is the strategic and logical approach of the _________________.
a. organisation
b. institute
c. administration
d. management
4. The Human Resource management has to look after the performance of the employee and __________ them
accordingly.
a. help
b. punish
c. reward
d. compensate
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8. Role of Human Resource Management is to create and maintain a _____________work environment.
a. tense and disciplined
b. safe and healthy
c. confuse and sad
d. dominating and indiscipline
9. The managers job as a human relations job that function through several major activities and that human
relationship are beginning and the end of the management job. Who said these lines?
a. F.J. Roethlisberger of Harvard
b. Roethlisberger.
c. Dickson
d. Lawrence aptly
10. Assist the manager to develop a better realisation of how his own ______________ everyday affair play a part
in
a. attitude and behavior
b. time and money
c. strategy and planning
d. Power and status.
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Human Resource Management
Chapter II
Human Resource Management in India
Aim
The aim of this chapter is to:
explain how HRM in India is different from the rest of the world
Objectives
The objectives of this chapter are to:
elaborate the key factors that have developed the human resource management in India
Learning outcome
At the end of this chapter, you will be able to:
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2.1 Introduction
The India story for organisation success is one that is deeply rooted in its history and culture. Human Resource holds
a key position in any development process. It is the sum total of our productive effort, guided, managed and executed
through our human resource. India realised the importance of HRM in various organisations and vigorous effort is
to the break the shackles of all economic barriers. Social constraint through the application of HRM concept and
practices has also been realised by India. Nowadays, Human Resource is the only factor that can facilitate effective
use of science and technology. HR development helps to incorporate high level of skills and knowledge. This not
only improves the quality of the product but also reduces the cost of production.
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Human Resource Management
In 1990 - Milestone was achieved by renaming of American Society for Personnel Administration (ASPA) as
the Society for Human Resource Management. This instituted gave new face to the HR management.
Events Description
Kautilya Kautilya provides a systematic treatment of management of human resources during 4th century
Author B.C.
of Artha This treatise titled as Artha Shastra.
Shastra
This describes the logical procedures and principles with respect to labor organisation. Such
as shreni or guild system and cooperative sector.
Kautilya provides an excellent discussion on staffing and personnel management.
This books has following terms that helped in managing the entire HRM process:
Embracing job descriptions
Qualifications for jobs
Selection procedure
Executive development
Incentive systems (Sarasa-saama-daana-bheda-danda-catura or carrot and Stick approach)
and
Performance evaluation.
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Trades based The group of society who is engaged in following activities were designated as Brahmins:
on caste Teaching
Sacrifice
State management.
Those specialising in fighting were termed Kshatriyas.
Individuals engaged in the areas of trade, business and agriculture were called Vaishya.
Those devoting themselves in manual work were known as Shudras. Later on, these professions
emerged to be hereditary, the transfer of skills and training from one generation to another were
practiced such as:
Goldsmiths
Weavers
Potters
Blacksmiths
Carpenters
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Movement In 1890, the first labor organisation designated as Bombay Mill Hands Association was
After First established.
Labor Subsequently, in 1905, the printers Union at Calcutta and in 1907, the Postal Union at Bombay
Organisation was established.
The Madras Labor Union was organised thereafter in 1918.
In the same year, the Central Labor Board was established to federate the different unions in
the Bombay city and the All India Trade Union Congress was organised.
It may be noted that the reliable statistics of trade union growth are not available for the period
before the formal implementation of the Indian Trade Unions Act, 1926, a landmark in the
history of industrial relations in this country.
The early thirties witnessed a highly weakened trade union movement.
However, the conditions prevailing five years before as well as during the Second World War
were conducive to the rapid growth of the trade unionism.
Between 1939-40 and 1944-45 the number of registered trade unions increased from 66.6 to
86.5 (i.e., by 29.7 percent).
There was a large scale expansion of the trade union movement after the Second World War
especially after the independence.
As Subramanian observes, there existed fourfold reasons for this rapid growth. These were
as follows:
The cumulative impact of the acute economic distress stemming from war conditions and
the removal of the wartime restrictions on strikes.
The development of three more central labor organisations and the competition among
them.
The labor policy of the Government based on adjudication rather than collective
bargaining.
The growth of the spirit of trade unionism among the workers. Accordingly, during the
period 1947-1960 while, industrial employment rose by 2.8 times.
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2.7 Scope of Human Resource Management in India
The scope of HRM is very wide:
Personnel aspect:
This is concerned with following term:
Manpower planning
Recruitment
Selection
Placement
Transfer
Promotion
Training and development
Layoff and retrenchment
Remuneration
Incentives
Productivity
Welfare aspect
It deals with working conditions and amenities such as:
Canteens
Rest and lunch rooms
Housing
Transport
Medical assistance
Education
Health and safety
Recreation facilities
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Summary
HRM in India has been impacted both by its own history as well as multinational companies that came and
establish their operations in the country.
The countrys culture has played a critical role in building value for the country globally.
Kautilya Author of Artha Shastra: This treatise describes the logical procedures and principles with respect to
labor organisation. Such as shreni or guild system and cooperative sector.
Trades based on caste: In this people who belong to the special caste and tribe follows the profession from
generation
The caste system and the way it was structured to differentiate between different categories of the jobs remains
a basic frame work for the way work is distributed at the workplace.
The coming of the British to India and the technique of their administration brought immense insights into the
country on how to mange labor work.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations. Himalaya Publishing
House.
Sharma, A., 2006. Historical Development of HRM in India Final, [Online] Available at: <http://www.slideshare.
net/rajeevgupta/historial-development-of-hrm-in-india-final> [Accessed 28 September 2010].
Ten Hurdles Faced by the HR in India [Online] Available at:-<http://www.chillibreeze.com/articles_various/
hurdles-faced-by-hr-1211.asp> [Accessed 17 September 2012].
Discuss the evolution of Human resource management by drawing References from the Hawthorne Studies.
[pdf] Available at: <http://www.respawngamingcafe.com/mba/Human%20Resource%20Management.pdf>
[Accessed 28 September 2010]
2010. Human Resource Management-I Video Lecture Course, Human Resource Planning - I, [Video Online]
Available at: < http://learnerstv.com/video/Free-video-Lecture-10027-Management.htm> [Accessed 17
September 2012].
2010. Human Resource Management-I Video Lecture Course, Human Resource Planning - II, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10028-Management.htm> [Accessed 17 September
2012].
Recommended Reading
Beardwell, L. & Holden, L., Human Resource Management, Jacrnillan, Delhi.
Frnch, V., The Personnel Management Process, Houghton Co., Boston.
Chhabra, T. N., Human Resource Management, Dhanpat Rai & Co., Delhi.
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Self Assessment
1. Kautilya provide a systematic treatment of management of human resources as early as 4th century B.C. In his
treatise titled_____________.
a. bible
b. artha-shastra
c. ayurdeva
d. vedas
2. From the 14th century B.C. to the later half of the 10th century A.D., the relationship between employer and
employees were marked ______________.
a. by justice and equality
b. by law
c. by punishment
d. by harassment
3. In Varnashram or caste system ,those devoting themselves in manual work were called as____________.
a. Brahmin
b. Goldsmiths
c. Barber
d. Shudras
4. During early British rule, there prevailed a _______________ policy toward the business.
a. Laissez-Faire
b. Non-judgmental
c. Unfair
d. Welfare
6. The professional those who transferred their skills to next generation are____________________.
a. Weavers, potters, blacksmiths
b. Contractor and managers
c. Politician and doctors
d. Extremist and union leaders.
7. Between 1939-40 and 1944-45 the number of registered trade unions increased_____________.
a. From 66.6 to 86.5.
b. From 89.9 to 86.5
c. From 66.6 to 70.5
d. From 50.6 to 76.3
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8. Availability of the____________of different caliber of the knowledge and skill allows the country to undertake
different nature of the work.
a. plenty of money
b. educated mass
c. ample of land
d. effective organisation structure
9. Hard-work, long working hours, purveyances and the need to earn money impact the ____________.
a. HRM policies
b. HRM discipline
c. HRM Regulation
d. HRM Rules
10. ____________ covers union-management relations, joint consultation, collective bargaining, grievance and
disciplinary procedures, settlement of disputes, etc.
a. Industrial Relation Characteristic
b. Industrial Relation Aspects
c. Industrial Relation Programs
d. Industrial Relation Plans
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Chapter III
Human Resource Planning
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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3.1 Definition
Human Resource Planning is the process by which an organisation ensures that it has the right number and kind of
people, at the right places, at the right time, capable of effectively and efficiently completing those tasks that will
help the organisation achieving its overall objectives.
Definition According to Geisler, Manpower planning is the process which includes forecasting, developing and
controlling by which a firm ensures that it has:
The right number of people
The right kind of people
At the right places
At the right time, doing work for which they are economically most useful
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3.5 Need for HRP
To meet with the changing needs, manpower planning is must. Every organisation has to plan for human resource
due to following reasons:
The shortage of certain categories of employees and/ or variety of skills.
The rapid changes in the technology, marketing, management, etc., resulting in to the need for new skills and
new categories of the employees.
Changes made in the organisation design and structure affecting manpower demand.
The demographic changes like the changing profile of the workforce in terms of age, sex, education etc.
The government policies in respect to reservation, child labor, working conditions etc.
The labor laws affecting the demand for and supply of labor.
Pressure from trade union, politicians, sons of the soils etc.
Introduction of computer and robots etc.
The involvement of lead time in managing the job with most suitable candidate.
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Overall Action
Long range Net new Procedures
requirements Inventory of programs for
objectives Human for evaluating
for human human recruiting
and plans Resources effectiveness
resources resources and selecting
requirements of human
needed
resource
personnel
planning
Workforce
Short term, requirement Inventory by Plans for
occupational Needed developing,
Goals, Plans, by
categories, Replacements upgrading,
programs and occupational
categories, job skills, and Additions transforming
budget
job, skills demographic in recruiting
demographic characteristics and selecting
characteristics needed people.
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3.7 Human Resource Planning System
HRP fulfils individual, organisational and national goals
According to Sikula, The ultimate mission or purpose is to relate future human resources to future enterprise
needs, so as to maximise the future human resource to future enterprise needs, so as to maximise the future
return on investment in the human resources. In effect, the main purpose is one of matching or fitting employee
abilities to enterprise requirements, with an emphasis on future instead of present arrangements
The objectives may be laid down for short- term estimating the future organisational structure or forecasting
the manpower requirements.
Auditing Human Resources is next step after manpower estimation. This is done by skills inventory
Skill inventory contain data about each employees skills, abilities, work preferences and other item of information
which indicate his overall value to the company
HRP involves job analysis process as well. This step involves job description and job specification
Developing a Human Resource plan is also most important. As in this phase, development and implementation
of the planning are carried out.
Screening Devices
Application Blank
Referance Check The Organisation
Interviews
The Individual
Tests
Physical Examination
Medical check
Induction
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According to Geisler, responsibilities involved in the Human resource planning are as follows:
To assist, council and pressurise the operating management to plan and establish objectives
To collect and summarise data in total organisation term
To ensure consistency with long-range objectives and other element of total business
To monitor and measure performance against the plan
To inform about the current scenario to top management
To provide the research necessary for effective manpower and organisational planning.
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Summary
Human Resource Planning is the process by which an organisation ensures that it has the right number and kind
of people, at the right places, at the right time, capable of effectively and efficiently completing those tasks that
will help the organisation achieve its overall objectives.
The human resource planning process is defined as, a course of action that the human capital takes up for a
methodical achievement of predetermined goals.
HRP fulfils individual, organisational and national goals.
Skill inventory contain data about each employees skills, abilities, work preferences and other item of information
which indicate his overall value to the company.
Human Resource Planning involved two things, planning of manpower requirements and planning of manpower
supplied.
HRP is deemed necessary for all organisation.
There is various responsibility of HRP department like assisting, counsel, pressurise the organisation.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Bandt, A. & Haines, S. G., 2004., Successful Strategic Human Resource Planning. Centre for Strategic
Management.
HUMAN RESOURCE PLANNING Reference Tools [pdf] Available at: <http://www.exec.gov.nl.ca/exec/pss/
publications/HR_Resource_Binder.pdf> [Accessed 18 September 2012].
The Role of Human Resource Development and Management [pdf] Available at: <http://www2.aau.org/wghe/
gender/toolkit/Toolkit-module3.pdf> [Accessed 18 September 2012].
2010. Human Resource Management-I Video Lecture Course, Recruitment and Selection, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10029-Management.htm> [Accessed 21 September
2012].
2010. Human Resource Management-I Video Lecture Course, Performance Evaluation and Appraisal - I, [Video
Online] Available at: <http://learnerstv.com/video/Free-video-Lecture-10030-Management.htm> [Accessed 21
September 2012].
Recommended Reading
Evans, P. & Pucik, E., The Global Challenge- Framework for International Human Resource Management, Tata
McGraw-Hill Irwin.
De Cenzo D.A. & Robin, S. P, 1997. Personnel/Human Resource Management, McGraw Hill.
Ashwatappa, K., Human Resource Management, 5th ed., TMH.
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Self Assessment
1. Human Resource Planning is the process by which an organisation ensures that it has the right number and kind
of people, at the right places, at the right time, capable of____________________completing those tasks that
will help the organisation achieve its overall objectives.
a. properly and precisely
b. effectively and efficiently
c. happily and efficiently
d. willingly and effectively
4. Whose postulation is The ultimate mission or purpose is to relate future human resources to future enterprise
needs, so as to maximise the future human resource to future enterprise needs, so as to maximise the future
return on investment in the human resources. In effect, the main purpose is one of matching or fitting employee
abilities to enterprise requirements, with an emphasis on future instead of present arrangements?
a. Gandhi
b. Sikula
c. Rattan TATA
d. Geisler
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5. __________ contain data about each employees skills, abilities, work preferences and other item of information
which indicate his overall value to the company.
a. Skill inventory
b. Skill research
c. Skill recovery
d. Skillful guidance
7. ___________ provide the basic premises on which the manpower planning is built.
a. Forecasting
b. Developing
c. Planning
d. Summarising
9. To _____________against the plan and keep the top management informed about it.
a. provide an inadequate data.
b. provide correct data
c. provide a improper data
d. provide the research necessary data.
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Chapter IV
Recruitment and Selection
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
explain the general practices that organisations use to recruit and select employees
describe how the recruitment and selection practices affect organisational outcomes
Learning outcome
At the end of this chapter, you will be able to:
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4.1 Introduction
Better Recruitment and Selection strategies result in improved organisational outcomes. The more effectively
organisations recruit and select candidates, the more likely they will get a satisfying job done from them with
sustain quality.
There are certain steps which have to be carried out in this entire process. Those are as follows:
Manpower Planning
Job analysis
Identification of vacancies
Preparation of budget
Preparation and publication of information
Reception of the application from
Recruit
Select
Induct
We will discuss the above mention point in this chapter in detail.
Job description
It is a statement of the component tasks, duties, objectives and standard of performances expected from the
employee.
Job specification
It is a specification of the skills, knowledge and qualities required to perform the job.
Personnel specification
A reworking of the job specification in terms of the kind of person needed to perform the job.
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Advertisement
It is an effective way of seeking recruits.
It must be clearly worded, mention all the requirements and must appear in the right newspapers that are likely
to be read by potential applicants.
Job description and job specification must provide all the information required to draft the advertisement for
respective position.
Internet
It has become popular method of recruiting people.
Many organisations have their own web pages where perspective applicants can obtain data about the
company.
Moreover, the companys other information that gives the applicant idea of scope of the company in the market.
This are like
Product and service
Employment opportunities and
Application procedures.
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4.3 Other Methods of Recruitment
Employment agencies and head hunters:
Recruitment through outside agencies is generally undertaken as follows:
When the company does not have the time or human resources to spend on the process
When the company wishes to maintain confidentiality
When the company feels that they would be able to attract a wider range of people.
Employment agencies and head hunting firms are retained by the organisation to identify the suitable candidates
for their company.
Employment agencies normally recruit at lower and middle management levels whereas headhunter concentrates
their effort on higher-level managerial position.
The recruitment agencies are paid a certain percentage of the incumbents salary as recruitment fees.
There are some other sources as well that can fulfill the requirement. Those are as follows:
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4.3.7 Nepotism
The Hiring of relatives will be an inevitable component of recruitment programs in family-owned firms
Such a policy does not necessarily coincide with hiring on the basis of merit
But interest and loyalty to the enterprise are offsetting advantage.
4.3.8 Leasing
To adjust to short-term fluctuation in personnel needs
The possibility of leasing personnel by the hour or day should be considered
This practice has been particularly well-developed in the office administration.
The firm not only obtains well-trained and selected personnel but avoids any obligation in pensions, insurance,
and other fringe benefits.
The output is a set of resume for individual who meet the requirement. This method is very useful for identifying
candidates for hard-to-fill positions, which call for an unusual combination of skills.
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4.4 Recruitment and Selection Policy
4.4.1 Selection Policy
In order to initiate the procedure for selection, we must satisfy the three preliminary requirements:
There must be the authority to select, which comes from the employment requisition, as developed through
analysis of the work load and work force
We must have a standard of employees with which we can compare prospective employees
This is done by job specification as developed through job analysis
A planned recruitment programme provides us with these applicants.
The selection procedure is essentially a series of methods of securing relevant information about the
applicant
The information obtain can be compared with the job specification and standard of personnel if the applicant
qualifies, he or she is advanced to next step. Thus, the job specification and job applicant are interrelated at
each step in the selection procedure.
4.4.2 Recruitment Policy
After determining the human resource requirement, the recruitment and selection process can begin very often,
recruitment is misunderstood as filling in of vacancies
The real purpose of recruitment is not to fill up a vacancy but to add a person to the staff whom the management
expects to become important in the future scheme of the things
Dale Yoder and others point out: Recruitment is a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting manpower in adequate
number to facilities effective selection of an efficient working force.
In term of the Stahl, "Recruitment is a corner stone of the whole personnel structure".
Sources for recruiting should be periodically checked
For this purpose, the criteria may be the cost per applicant, the applicant/ hiring ratio, tenure, performance
appraisals etc.
Recruiting should take into consideration ethical practices, such as use of truth in hiring i.e. telling an applicant
all about the firm and its position both good and bad so that the candidate can decide whether or not to join the
firm.
A successful and effective, recruitment program necessitates a well-defined recruitment policy, a proper
organisational structure, and procedures for locating sources of manpower, suitable methods, techniques for
utilising these and a constant assessment to achieve improvement.
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Under the apprentices Act 1961, young craftsmen having received pre-employment training in industrial training
Institutes have to be employed by specialised industries during training period as a percentage of the total
number of regular employees
Reservation of 25% of vacancies for scheduled castes and scheduled tribes candidates and preferential treatment
of displaced persons is a part of statutory requirement of government and public sector employment in India
The requirement of supervisory personnel in all organised industries is generally by promotion from within the
organisation
Some industries first recruit a number of young persons as management trainees and after 2 or 3 years absorb
them completely. Executives too are mostly promoted from within.
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4.8 The Selection Process
The Employee selection process takes place in following order:
1
2
3
Physical Disabilities:
Have you ever worked for this concern before? : Yes/ No
Engaged/ Not Engaged. Department
Due to start..
interviewer..
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4.8.10 Patterned Interview
To maintain a uniform approach there are few interviews where a set pattern of questions are asked
In such patterned interview the choice of person conducting the interview is restricted and the selection criteria
are also limited within a set frame.
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4.11 Induction
Induction is concerned with introducing or orienting a new employee to the organisation
Organisations could have induction programs of duration of 1-3 days and even up to 1/3/6 months.
Common objectives of an Induction program can be listed as covering:
Overview of the organisation, its history, its heros and important stories in the life of the firm so far like
mergers, acquisitions, JVs, expansion in new countries etc.
Organisation Vision / Mission and Objectives statement, its structure, hierarchy of the top and the senior
management, structure of the teams/divisions, focus on the division the employee/s is/are joining
Overview of the HR policies and processes and introduction to the Facilities team, IT team and other relevant
teams per the location of joining
Handover to the manager and induction at a team level on specificities related to the job and its
responsibilities
Organisations also build processes by which the new employee provides feedback on the on-boarding
experience and use this information to improve the Induction process
In as much as various firms report that over half of their voluntary resignations occur within the first 6
months, proper orientation can do much to reduce this problem and its accompanying costs.
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Summary
Recruitment is the process of searching for prospective employees and stimulating them to apply for the job
in the organisation.
Recruitment or manpower selection process is the first step in the employment of labor.
Sources for recruiting should be periodically evaluated.
Recruitment is the process of identifying and attracting potential candidates from within and outside an
organisation. The candidate must be capable of doing allotted work in present as well as in future.
Organisations could have induction programs of duration of 1-3 days and even up to 1/3/6 months.
A successful and effective recruitment program necessitates a well-defined recruitment policy, a proper
organisational structure, and procedure for locating sources of manpower resources.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Bandt, A. & Haines, S. G., 2004., Successful Strategic Human Resource Planning. Centre for Strategic
Management.
Gusdorf, L. M., Recruitment and Selection: Hiring the Right Person [pdf] Available at: <http://www.shrm.
org/education/hreducation/documents/09-0152%20gusdorf_instructor_notes.pdf> [Accessed 21 September
2012].
French, R. & Rumbles, S., Recruitment and Selection [pdf] Available at: <http://www.cipd.co.uk/NR/
rdonlyres/01F95685-76C9-4C96-B291-3D5CD4DE1BE5/0/9781843982579_sc.pdf> [Accessed 21 September
2012].
2010. Human Resource Management-I Video Lecture Course, Performance Evaluation and Appraisal, [Video
Online] Available at: <http://learnerstv.com/video/Free-video-Lecture-10031-Management.htm> [Accessed 21
September 2012].
2010. Human Resource Management-I Video Lecture Course, Training and Development, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10032-Management.htm> [Accessed 21 September
2012].
Recommended Reading
Parweek, U. & Rao T. V., 1999. Designing and Managing Human Resource Systems, Anmol Publishers.
Dessler, G., Human Resource Management, 10th ed., Person Publications.
Patnayak, B., 2005. Human Resource Management, PHI 3IE.
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Human Resource Management
Self Assessment
1. Recruitment is the process of ____________________potential candidates from within and outside an
organisation.
a. spotting and grabbing
b. convincing and testing
c. identifying and attracting
d. motivating and spoiling
2. ____________ a specification of the skills, knowledge and qualities required to perform the job.
a. Job specification
b. Job description
c. Job development
d. Job analysis
3. The candidates should pass through the selection procedure before their .
a. final placement
b. final result
c. final exam
d. final revision
5. For the selection of supervisor and executive positions, it is of equal importance to judge the suitability of
individual competence based on along with knowledge and intelligence.
a. stress endurance
b. stress giving
c. stress creating
d. stress increasing
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8. ___________ creates a pool of applicants.
a. Recruitment
b. Selection
c. Interviewing
d. Inducting
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Chapter V
Training and Development
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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5.1 Introduction
Training and development is an important component of every organisations survival strategy. Technology is changing
very fast and so is the information explosion terrific. Individual as well as organisations can survive and progress
only if they update their knowledge, sharpen their skills and keep themselves abreast of the latest development and
changes. The one who refuses to change will be left behind and will be lost. Hence, training and development is
very important.
The training and development process is carried out in any organisation so that employee will be enable:
To face the tough competition in every field and survive gracefully
To accept and adapt to the changes in the field of science and technology
To upgrade and sharpen ones skills that are needed to do the job successfully
To learn the correct way of doing things or doing things the right way
For an improved job performance and consequently better job satisfaction.
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For whom Mostly technical and non-managerial personnel Mostly for managerial personnel
The necessary effort will be expanded only if there is a felt-need on the part of the learner.
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5.5.3 Acquiring Problem-solving Skills
Much of a managers work is solving problem
These include organising ones own and subordinates activities, planning and a wider range of other decision-
making activities
These are skills involved in diagnosing problem interpreting relevant data, assessing alternative solution and
getting feedback concerning the effectiveness of the solution.
These skills can be improved and classroom education is one method utilised for this purpose
As with any skill, practice and feedback are essential for learning
The most widely used classroom method for improving the problem-solving skills is the case method
In the hands of a skillful teacher, it can be highly effective.
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Aids in developing leadership skill, motivation, loyalty, better attitude and other aspects that successful worker
and mangers usually display
Improve the labor management relations
Helps employees adjust to change
Create an appropriate climate for the growth, communication.
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5.11 Organisational Diagnosis
Organisational Diagnosis is an effective way of looking at an organisation to determine gaps between current
and desired performance and how it can achieve its goals
The purpose of a diagnosis is to identify problems facing the organisation
To determine their causes so that management can plan solutions
An organisational diagnosis process is a powerful perception raising activity in its own right, its main usefulness
is in the action that it induces.
The major steps of a diagnostic cycle include:
Orientation
Goal setting
Data gathering
Analysis/ Interpretation
Feedback
Action Planning
Implementation
Monitoring/ Measure
Evaluation
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5.13 Performance Analysis
Distinguishing between Cant Do and Wont Do problem is at the heart of performance analysis
It verifies that there is a performance deficiency and determining that it is not due to lack of willingness but
the deficiency is genuinely due to lack of required skill
That should be corrected through training or through some other means like changing the job more suited to
employees exiting skills.
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Simulation
Programmed instruction
Laboratory training.
Most of these techniques can be used by small businesses although, some may be too costly.
5.18.1 Audiovisual
Audiovisual methods such as television, videotapes and films are the most effective means of providing real
world conditions and situations in a short time.
One advantage is that the presentation is the same no matter how many times its played
This is not true with lectures, which can change as the speaker is changed or can be influenced by outside
constraints
The major flaw with the audiovisual method is that it does not allow for questions and interactions with the
speaker, nor does it allow for changes in the presentation for different audiences.
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5.18.2 Job Rotation
Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks
that are associated with different jobs
It is usually used in training for supervisory positions
The employee learns a little about everything
This is a good strategy for small businesses because of the many jobs an employee may be asked to do.
5.18.3 Apprenticeship
Apprenticeships develop employees who can do many different tasks
They usually involve several related groups of skills that allow the apprentice to practice a particular trade,
and they take place over a long period of time in which the apprentice works for, and with, the senior skilled
worker
Apprenticeships are especially appropriate for jobs requiring production skills.
5.18.4 Internship
Internships and assistantships are usually a combination of classroom and on-the-job training
They are often used to train prospective managers or marketing personnel.
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Did the trainees transfer the principles, techniques, and attitudes presented in training
3 Transfer
to the workplace?
The first two levels (reactions and learning) tend to require assessing immediately after training. The second two
levels (behavior and results) require assessing after the learners have completed training and have returned to the
job (generally one month to one year after training).
5.21.1 Reactions
The first criterion for training evaluation is reactions or trainees perceptions of a course
This level of evaluation is the most widely used type of training assessment
Assessing reactions allows trainers to measure if trainees are satisfied with the course
And if they feel that they are learning from the training
Reaction data can provide trainers with valuable diagnostic feedback they can use to modify the courses to meet
the needs of trainees and their organisations.
There are different types of reactions. Those are as follows:
Affective reactions
Assess whether or not the trainees liked or enjoyed the training.
Utility reactions
Assess the trainees perceptions that the skills taught in training were useful and relevant to their jobs.
Instructor reactions
Assess the learners perceptions of the instructors contributions to learning.
Delivery reactions
Assess the students perceptions that the material was presented in an organised and coherent manner.
Technology reactions
Assess the trainees satisfaction with the technology used, and their perceptions that the technology was easy to use
and facilitated learning.
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5.21.2 Learning
The second level of a training evaluation involves assessing what the students learned in the training. In measuring
learning, three types of outcomes are generally measured:
Cognitive
Cognitive outcomes include facts and information presented in training.
Skill-based
Skill-based outcomes include knowledge of how to perform the tasks or skills presented in training.
Affective
Affective changes in learners attitudes or motivation.
5.21.3 Behavior
Objective measurements of actual job behavior
Trained observers assessments of job performance
Performance appraisals conducted by the trainee, trainees co-workers, supervisors, and subordinates
5.21.4 Results
Results refer to the degree to which the training met the organisations objectives
In assessing results, it is important to identify the organisations objectives and how the training influenced
these objectives.
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Summary
Training and development is an important component of every organisations survival strategy.
The Development is a related process; it covers not only those activities which improve job performance but
also those which bring about growth of personality.
The training and development is an important aspect of human resource policy of an organisation.
An expert and experienced trainer play s an important role in effective training program.
The training needs can be identified through survey, questionnaires, and interview method and appraisal.
Training methodology includes on the job and off the job training for employee as well as for the managers.
Whereas by other methods such as apprenticeship, job rotation, lectures etc are used for training the
employee.
The evaluation of training program is very important for effective training programs.
There are four criteria for evaluating the training programs and those are reaction, learning, behavior and
results.
Training and development is an important component of every organisations survival strategy.
The Development is a related process; it covers not only those activities which improve job performance but
also those which bring about growth of personality.
Training needs identification so as to improve the transformation process which has to take place in an
organisation.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Bandt, A. & Haines, S. G., 2004. Successful Strategic Human Resource Planning. Centre for Strategic
Management.
Training and Developing Employees [pdf] Available at: <http://www.sagepub.com/upm-data/26858_7.pdf>
[Accessed 24 September 2012].
Benets of Training and Development for Individuals and Teams, Organisations, and Society [Online] Available
at: < http://www.owlnet.rice.edu/~antonvillado/courses/12a_psyc630001/Aguinis%20%26%20Kraiger%20
(2009)%20ARP.pdfnd Society> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Employee Welfare, [Video Online ] Available at:
<http://learnerstv.com/video/Free-video-Lecture-10033-Management.htm> [Accessed 21 September 2012].
2010. Human Resource Management-I Video Lecture Course, Safety, Health, Environment, [Video Online ]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10034-Management.htm> [Accessed 21 September
2012].
Recommended Reading
Ashwatappa, K., Human Resource Management, 5th ed., TMH.
Dessler, G., Human Resource Management, 10th ed., Person Publications.
Fisher, C., 2005. Human Resource Management, 5th ed., Shaw Wiley / Biztantra.
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Self Assessment
1. ____________ is an important component of every organisations survival strategy.
a. Training and development
b. Qualification and skills
c. Attitude and aptitude
d. Talent and knowledge
2. The Training and Development process is carried out in any organisation so that employee will be enabling to
face the ______________ in every field and survive gracefully.
a. exam
b. tough competition
c. struggle
d. problem
4. Training is attempt to improve their___________on the current job and prepares them for an intended job.
a. presentation
b. performance
c. quality
d. quantity
7. The importance of Human Resource ___________to a large extend depends on Human Resource_________.
a. development, management
b. management, development
c. progression, planning
d. succession, forecasting
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10. ____________ improves the job knowledge and skills at all levels of the organisation.
a. Training
b. Development
c. Succession
d. Planning
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Chapter VI
Employees Growth
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
identify the policies and facilities given to an employee working in any organisation
understand the duties of HR that they have to carry out for special case employees
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Human Resource Management
6.1 Introduction
Ensuring companys survival and growth is the most important responsibility of the top management of all
organisations. This responsibility can be best fulfilled by planning management successions to ensure the availability
of the right kind of management staffs at the right time and right position to provide for continued organisational
liveliness and strength.
Unfortunately succession planning does not get the attention it deserves. This is mainly because of mangers that see
a threat in any nominated successor. It is because of the managers desire to cling to his chair as long as possible.
Career planning involves efforts on the part of the organisation to provide opportunities for growth to its employees.
Certainly this growth should be accompanied by development. The other thing matter here is role of employees in
career planning. It involves efforts on the part of employees to clearly think through and decide areas in which they
would like to make a career for themselves.
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A planned and administered system of career planning provides such growth opportunities to deserving
candidates.
Career planning helps an organisation to :
Build commitment between individuals and the organisation
Development long-range perspective
Reduce personnel turnover expenses
Lessen employee obsolescence
Ensure the effectiveness of the organisation
Utilise individual learning experiences, knowledge and competencies to achieve personal and work-related
goals.
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6.6.6 Special Programs for Women, Minorities and Employees with Disabilities
As these kinds of employees enter in an organisation, special assistance to such employees is needed in their
career.
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Summary
Career planning in a broader concept means a lifelong sequence of professional education and development
experiences that project an individual through the world of work.
A career can be defined as a sequence of work-related position occupied by a person during his working
life.
Career development program must be integrated with and supported by the existing HR program if they are to
be successful.
Career development initiatives need to be shared openly and propagated by the business leader and HR to
improve its visibility and usage by the employee.
Career or job changes by the employee should be based on an understanding of organisations job description,
job positing systems and selection policies.
It is however the responsibility of HR staff to work with management to ensure that career programs are integrated
with the other HR functions and are routinely evaluated.
Career development program must be concerned with organisational and individual effectiveness over the short
and long-term.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Amos, T. L., Ristow, A., Ristow, L. & Pearse, N. J., 2009. Human Resource Management, 3rd ed., Juta and
Company Ltd.
Employee education, training and development [Online] Available at: <http://www.accel-team.com/human_
resources/hrm_07.html> [Accessed 24 September 2012].
HUMAN RESOURCE MANAGEMENT [pdf] Available at: <http://www.csb.gov.hk/english/publication/files/e-
hrmguide.pdf > [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Industrial Relations, [Video Online ] Available at:
<http://learnerstv.com/video/Free-video-Lecture-10035-Management.htm> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Total Quality Management, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10036-Management.htm> [Accessed 24 September
2012].
Recommended Reading
Dessler, G., Human Resource Management, 10th ed., Person Publications.
Patnayak, B., 2005. Human Resource Management, PHI 3IE.
De Cenzo, D. A. & Robin, S.P., 1997. Personnel/Human Resource Management, McGraw Hill.
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Self Assessment
1. A sequence of work-related position occupied by a person during his working life is called .
a. work
b. career
c. career planning
d. job
2. A lifelong sequence of professional education and development experiences that project an individual through
the world of work is called________________.
a. career planning
b. succession
c. career
d. occupation
3. A_______________ involves making decision about an occupation and engaging in the activities to attain
career goals.
a. career development
b. career planning
c. career succession
d. career progression
7. Relocation Assistance and Hiring Practices, focuses on the support provided by firms in assisting_________ of
employees during employee relocation.
a. neighbor
b. spouse
c. relatives
d. siblings
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8. The focus of succession planning is on the identification of potential vacancies and locating a probable_____.
a. successor
b. employees
c. candidate
d. worker
9. _________________ provides a road map of growth, short-term and long-term career opportunities in the
organisation.
a. Career planning
b. Career development
c. Career management
d. Career preparation
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Chapter VII
Performance Appraisal
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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Human Resource Management
7.1 Introduction
People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity
of the same work on the same job being done by two different people. For performance appraisals of employees it is
necessary to understand each employees abilities, competencies and relative merit and worth for the organisation.
Performance appraisal rates the employees in terms of their performance. The history of performance appraisal can be
dated back to the 20th century and then to the second world war when the merit rating was used for the first time.
Performance appraisals are an essential part of performance measurement. Performance appraisal is necessary to
measure the performance of the employees and the organisation to check the progress towards the desired goals
and aims. The latest mantra being followed by organisations across the world being get paid according to what
you contribute. The focus of the organisations is turning to performance management and specifically to individual
performance. Performance appraisal helps to rate the performance of the employees and evaluate their contribution
towards the organisational goals. If the process of performance appraisals is formal and properly structured, it helps
the employees to clearly understand their roles and responsibilities and give direction to the individuals performance.
It helps to align the individual performances with the organisational goals and also review their performance.
Performance appraisal takes into account the past performance of the employees and focuses on the improvement
of the future performance of the employees.
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7.3 Concept of Performance Appraisal
Performance appraisal is the process of obtaining, analysing and recording information about the relative worth of
an employee.
The focus of the performance appraisal is measuring and improving the actual performance of the employees
and also the future potential of the employees
Its aim is to measure what an employee does.
According to Flippo, a prominent personality in the field of Human resources, performance appraisal is the
systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present
job and his potential for a better job.
Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during
a given period of time and planning for his future
It is a powerful tool to calibrate, refine and reward the performance of the employee
It helps to analyse his achievements and evaluate his contribution towards the achievements of the overall
organisational goals
By focusing the attention on performance, performance appraisal goes to the heart of personnel management
and reflects the managements interest in the progress of the employees.
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7.6 Steps of the Performance Appraisal
There are some steps while doing appraisal process. Those are as follows:
SUPERVISOR COWORKERS
EXTERNAL
ME
CUSTOMERS
INTERNAL
CUSTOMERS ME SUPERVISOR
DIRECT SKIP-LEVAL
ME
REPORTS REPORTS
OTHERS
7.6.1 Superiors
Evolution by supervisor is the most traditional source of employee feedback.
This form of evaluation includes both the ratings of individual by supervisors on element in an employees
performance plan and the evaluation of program and teams by senior managers.
7.6.2 Self-assessment
This form of performance information is actually quite common but usually used only as an informal part of
the supervisor-employee appraisal feedback session
Supervisor frequently opens the discussion with:How do you have performed?
In somewhat more formal approach, supervisor asks employees to identify the key accomplishments they feel
best represent their performance in critical and non-critical performance elements
In a 360-degree approach, if self- ratings are going to be included, structured forms and formal procedures are
recommended.
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A range of rating sources, including the self assessments, help to round out the information for the summary
rating.
7.6.3 Peers
With downsizing and reduced hierarchies in organisations, as well as the increasing use of teams and group
accountability, peer is often most relevant evaluators of their colleagues performance
Peers have a unique perspective on a co-workers job performance and employees are generally very receptive
to the concept of rating each other
Peer ratings can be used when the employees expertise is known or the performance and result can be
observed
There are both significant contributions and serious pitfalls that must be carefully considered before including
this type of feedback in a multifaceted appraisal program.
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It is essential that the peer evaluators be very familiar with the team members tasks and responsibilities
The use of peer evaluations can be very time consuming. When used in PA, the data would have to be collected
several times a year in order to include the results in progress reviews
Depending on the culture of the organisation, peer ratings have the potential for creating tension and breakdown
rather than fostering cooperation and support.
7.6.4 Subordinates
An upward-appraisal process or feedback survey is among the most significant and yet controversial features
of a full circle performance evaluation program.
Both managers being appraised and their own supervisor agree that subordinates have a unique, often essential
perspective
The subordinate rating provides particularly valuable data on performance elements concerning managerial
and supervisory behaviors
However, there is usually great reluctance, even fear, concerning implementation of this rating dimension
On balance, the contributions can outweigh the concern if the precautions noted below are addressed.
7.6.5 Customers
Setting customer service standards, requires agencies to survey internal and external customers
Publish customer service standards
Moreover, measure agency performance against customer service standards, and measure agency performance
against this standard
Internal customers are defined as users of products or services supplied by another employee or group within
the agency or organisation
External customers are outside the organisation and include, but are not limited to, the general public.
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To the team:
Increases communication
Higher levels of trust
Better team environment
Supports teamwork
Increased team effectiveness
To the organisation:
Reinforced corporate culture by linking survey items to organisational leadership competencies and company
values
Better career development for employees
Promote from within
Improves customer service by involving them
Conduct relevant training
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The organisation implementing this type of performance appraisal must clearly define the mission and the scope
of the appraisal. Otherwise it might prove counter productive
One of the reason for which 360 degree appraisal system might fail is because the organisations attempt to
assimilate the 360-degree method within a traditional survey research scheme
In traditional survey research, investigators attempt to maximise data collection with as many items/questions
as possible and with large sample sizes
In the case of 360-degree appraisal, creating measurement instruments with many items will substantially
increase non-response errors
In addition, large sample sizes are not typically possible considering that perhaps 4 or 5 sources will rate
an employees performance
As such, statistical procedures that rely on large sample sizes in order to ensure statistical validity might
not be appropriate
Organisations must consider other issues like safeguarding the process from unintentional respondent rating
errors
The culture shock that occurs with any system that creates change. And especially with a modern system
like 360 degree performance appraisal; must be taken care of.
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Define
Organisational
Globs
Performance Defining
Appraisals Employee
(Rewards / Objective
punishments
Countinious
Monitoring of
Providing Performance
feedback and Progress
Performance
evaluation /
reviews
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Opportunity to overcome the weaknesses by way of counseling and guidance from the superior
Increased sense of personal value as he too is involved in the appraisal process.
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Human Resource Management
Summary
The personnel specialists design the performance evaluation system, train the line managers in the use of the
system and maintain the records.
For performance appraisals of employees it is necessary to understand each employees abilities, competencies
and relative merit and worth for the organisation.
Performance appraisal rates the employees in terms of their performance.
The performance review meeting should not be strictly formal nor should it be completely informal in nature.
MBO is a process in which managers / employees set objectives for the employee, periodically evaluate the
performance, and reward according to the result.MBO focuses attention on what must be accomplished (goals)
rather than how it is to be accomplished (methods).
360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback
from the people who work around them.
The 360 degree programs tend to be somewhat shocking to managers at first. Amocos Bill Clover described
this as the SARAH reaction: Shock, Anger, Rejection, Acceptance, and Help.
References
Wilton, N., 2010. An Introduction to Human Resource Management, SAGE.
Decenzo, 2009. Fundamentals Of Human Resource Management, 8th ed., John Wiley & Sons
Performance Management [Online] Available at: <http://www.shrm.org/about/foundation/research/
documents/1104pulakos.pdf > [Accessed 24 September 2012].
Performance Management and Appraisal [pdf] Available at: <http://catalogue.pearsoned.co.uk/assets/hip/gb/
hip_gb_pearsonhighered/samplechapter/027375307X.pdf > [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Organisation Culture, [Video Online ] Available at:
<http://learnerstv.com/video/Free-video-Lecture-10037-Management.htm> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Performance Evaluation and Appraisal - I, [Video
Online ] Available at: <http://learnerstv.com/video/Free-video-Lecture-10030-Management.htm> [Accessed 24
September 2012].
Recommended Reading
Tayeb, M. H., 2005. International Human Resource Management, Oxford University Press.
Stewart, G. L. & Kenneth, G. B., 2010. Human Resource Management, 2nd ed., Wiley.
Byars, L. & Rue, L., 2010. Human Resource Management, 10th ed., McGraw-Hill/Irwin.
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Self Assessment
1. Performance appraisal rates the employees in terms of their_______________.
a. performance
b. quality
c. ability
d. training
4. Inform the employees about the___________ for the review meeting well in advance.
a. purpose and objective
b. nature and type
c. date, time and place
d. topic
6. Which of the following is the most costly and time consuming type of appraisal?
a. 360 Appraisal process
b. Management By Objective
c. Performance Ranking Method
d. Behaviorally Anchored rating Scales
7. An important part of the MBO is the measurement and the comparison of the employees__________ performance
with the standards set.
a. past
b. yearly
c. actual
d. best
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8. Customer feedback should serve as an___________ for almost all other performance factors.
a. anchor
b. ladder
c. hook
d. bridge
10. ___________ and standards are set for the performance for the future with periodic reviews and feedback.
a. Target
b. Rule
c. Goals
d. Deadline
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Chapter VIII
Compensation Management
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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Human Resource Management
8.1 Introduction
Human Resource is the most vital resource for any organisation. It is responsible for each and every decision
taken, work done and result. Employees should be managed properly and motivated by providing best payment
and compensation as per the industry standards. The profitable compensation will also serve the need for attracting
and retaining the best employees. Compensation is the salary received by an employee in return for an individual
contribution to the organisation. It is an organised 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 motivating the employees and improving organisational effectiveness.
Basic salary
Salary is the amount received by the employees for their service.
Conveyance
Organisations provide cab facilities to their employees
Few organisations also provide vehicles and petrol allowances to their employees to motivate them.
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Leave travel allowance
These allowances are provided to retain the best talent in the organisation
The employees are given allowances to visit any place they wish with their families
The allowances are scaled as per the position of employee in the organisation.
Medical reimbursement
Organisations also look after the health conditions of their employees
The employees are provided with medi-claims including their family members
These medi-claims include health-insurances and treatment bills reimbursements.
Bonus
Bonus is paid to the employees during festive seasons to motivate them and provide them the social security
The bonus amount usually amounts to one months salary of the employee.
Special allowance
Special allowance such as overtime, mobile allowances, meals, commissions, travel expenses, reduced interest
loans
Insurance, club memberships, etc are provided to employees to provide them social security and motivate them
which improve the organisational productivity.
Leave policy
It is the right of employee to get adequate number of leaves while working with the organisation
The organisations provide for paid leaves such as, casual leaves, medical leaves (sick leave), and maternity
leaves, statutory pay etc.
Overtime policy
Employees should be provided with the adequate allowances and facilities during their overtime, if they happened
to do so, such as transport facilities, overtime pay, etc.
Hospitalisation
The employees should be provided allowances to get their regular check-ups, say at an interval of one year
Even their dependents should be eligible for the medi-claims that provide them emotional and social security
Insurance
Organisations also provide for accidental insurance and life insurance for employees
This gives them the emotional security and they feel themselves valued in the organisation
Leave travel
The employees are provided with leaves and travel allowances to go for holiday with their families
Some organisations arrange for a tour for the employees of the organisation
This is usually done to make the employees stress free
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Retirement benefits
Organisations provide for pension plans and other benefits for their employees which benefits them after they retire
from the organisation at the prescribed age.
Holiday homes
Organisations provide for holiday homes and guest house for their employees at different locations
These holiday homes are usually located in hill station and other most wanted holiday spots
The organisations make sure that the employees do not face any kind of difficulties during their stay in the
guest house
Flexible timings
Organisations provide for flexible timings to the employees who cannot come to work during normal shifts due to
their personal problems and valid reasons.
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8.4.2 Standard of Living Theory
This theory is a modified form of subsistence theory
According to this theory, wages are determined not by subsistence level but also by the standard of living to
which a class of laborers becomes habituated
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Minimum wage
A minimum wage has been defined by the ILO committee as the wage which must provide not only for the
bare sustenance of life, but for the preservation of the efficiency of the worker. For this purpose, the minimum
wage must provide for some measure of education, medical requirements and amenities
In other words, a minimum wage should provide for the sustenance of the workers family, for his efficiency,
for the education of his family members, for their medical care and for some amenities
It is very difficult to determine the minimum wage because conditions vary from place to place, industry to
industry and from worker to worker
However, the principles for determining minimum wages were evolved by the Government and have been
incorporated in the Minimum Wages Act, 1948
The important principle being that minimum wages should provide not only for the bare sustenance of life but also
for the preservation of the efficiency of the workers by way of education, medical care and other amenities.
Fair wage
According to the ILO committee on Fair Wages, it is the wage which is above the minimum wage but below
the living wage
The lower limit of the fair wage is obviously the minimum wage; the upper limit is set by the capacity of the
industry to pay
Between these two limits, the actual wages should depend on considerations of such factors as:
The productivity of labor
The prevailing rates of wages in the same or neighboring localities
The level of the national income and its distribution and
The place of industry in the economy
Living wage
This wage was recommended by the ILO committee as a fair wage and as ultimate goal in a wage policy
It defined as one which should enable the earner to provide for himself and his family not only the bare essentials
of food, clothing and shelter but a measure of frugal comfort, including education for his children, protection
against ill-health, requirements of essential social needs and a measure of insurance against the more important
misfortunes including old age
In other words, a living wage was to provide for a standard of living that would ensure good health for the
worker, and his family as well as a measure of decency, comfort, education for his children, and protection
against misfortunes.
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8.5 Designing and Administering Benefits
The persons who manage enterprises fix wages in the first instance. The designing and administering benefits are
as follows:
8.5.3 Investigation
Section 6 of the Act empowers the government to constitute a court of inquiry, for inquiring into any matter
pertaining to an Industrial Dispute
The procedure of the court of inquiry has also been prescribed by Section 11
While the report of the court is not binding on the parties, many time it paves the way for an agreement
8.5.4 Arbitration
Voluntary arbitration is a part of the infrastructure of resolving the Industrial Dispute in the Industrial
adjudication
Section 10 of the Act provides for the provision for resolving the Industrial Dispute by way of arbitration, which
leads to a final and binding award
However, in India arbitration is not a preferred way of resolving Industrial Disputes
8.5.5 Adjudication
Adjudication means a mandatory settlement of Industrial Disputes by labor courts, Industrial Tribunals or National
Tribunals under the Act or by any other corresponding authorities under the analogous state statutes
By and large, the ultimate remedy of unsettled dispute is by way of reference by the appropriate government to
the adjudicatory machinery for adjudication
The adjudicatory authority resolves the Industrial Dispute referred to it by passing an award, which is binding
on the parties such reference
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There is no provision for appeal against such awards and the same can only be challenged by way of writ under
Articles 226 and 227 of the Constitution of India before the concerned High Court or before the Supreme Court
by way of appeal under special leave under Article 136 of the Constitution of India
In a nutshell, wages are influenced both by social and economic factors.
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Summary
Human Resource is the most vital resource for any organisation. It is responsible for each and every decision
taken, work done and result.
According to Subsistence theory, wages tend to settle at a level just sufficient to maintain the workers and ones
family at minimum subsistence levels.
Purchasing power theory holds that the prosperity, productivity and progress of industry depend on there are
four factors land, labor, capital and entrepreneurship.
A minimum wage has been defined by the ILO committee as the wage which must provide not only for the
bare sustenance of life, but for the preservation of the efficiency of the worker. For this purpose, the minimum
wage must provide for some measure of education, medical requirements and amenities.
Fair Wages is defined as, it is the wage which is above the minimum wage but below the living wage.
Living wages is defined as one which should enable the earner to provide for himself and his family not only
the bare essentials of food, clothing and shelter but a measure of frugal comfort, including education for his
children, protection against ill-health, requirements of essential social needs and a measure of insurance against
the more important misfortunes including old age.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Dessler, G., 2007. Human Resource Management, 11th ed., Prentice Hall.
Compensations Role in Human Resource Strategy [pdf] Available at: <http://www.shrm.org/Publications/Books/
Documents/5_chapter3.pdf> [Accessed 24 September 2012].
Compensation Management [Online] Available at: < http://www.citehr.com/68382-what-definition-compensation-
management.html> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Organisational Development And Business
Effectiveness, [Video Online ] Available at: < http://learnerstv.com/video/Free-video-Lecture-18514-Management.
htm> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Human Resource Development And Employee
Welfare [Video Online] Available at:<http://learnerstv.com/video/Free-video-Lecture-18515-Management.htm>
[Accessed 24 September 2012].
Recommended Reading
Singh, A. K. & Duggal, B.R. Human Resource Management, Sun India Publications.
Dessler, G., Human Resource Management, 10th ed., Person Publications.
Bohlander et all, 2004. Managing Human Resources, 13th ed., Cengage Learning.
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Self Assessment
1. Employees should be managed properly and motivated by providing best payment and compensation as per
the _______________ .
a. industry standards
b. governments laws
c. industrial policy
d. industrial rules
2. _____________ is the salary received by an employee in return for his/her contribution to the organisation.
a. Punishment
b. Compensation
c. Profit
d. Monetary
3. Compensation systems are designed keeping in mind the and business objectives of the organisation.
a. strategic goals
b. planning
c. plotting
d. analysis
4. Compensation provided to employees can be ____________in the form of monetary benefits and/or ___________
in the form of non-monetary benefits known as perks, time off, etc.
a. direct, indirect
b. indirect, direct
c. random, straight
d. straight, random
5. Organisations either provide ___________ to its employees who are from different state or country or they
provide house rent allowances to its employees.
a. accommodations
b. extra salary
c. traveling allowance
d. free calling facility
7. ______________ is paid to the employees during festive seasons to motivate them and provide them the social
security
a. Bonus
b. Salary
c. Allowance
d. Compensation
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8. ____________ is the right of employee to get adequate number of leave while working with the organisation.
a. Leave policy
b. Medical policy
c. Traveling policy
d. Overtime policy
9. The basic purpose of wage and salary administration is to establish and maintain an ____________ wage and
salary structure.
a. equitable
b. fair
c. unfair
d. bias
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Chapter IX
Job Evaluation
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you be able to:
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9.1 Introduction
Job evaluation is a systematic process that you can use to determine the relative level, importance, complexity, and
value of each job in your organisation. With a successful job evaluation system, you can compare each job to other
jobs within your organisation. It is best to perform job evaluation after work analysis. Job evaluation, in conjunction
with work analysis, helps you develop a job description that is broad, descriptive, and flexible so that you can adapt
the description to your organisations changing needs.
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9.6.4 Install the Programme
Educate the employees, win their confidence and then put the programme into operation.
Ranking method
Simple Ranking:
This is the simplest and administratively the easiest technique
The evaluator compares one job with other jobs based on duties, responsibilities and demands made by the
jobs on the job incumbent and the degree of importance of the job to organisation and ranks all the jobs
from the most important to the least important
The evaluator has to appraise and rank the jobs but not the job incumbents
Paired comparison
Another problem of ranking method is that each job cannot be compared with all other jobs for the purpose of
ranking
The method of paired comparison can be adopted to minimise this problem
Under this paired comparison ranking method the evaluator ranks each job in turn against all other jobs to be
appraised, so that a series of paired rankings is produced
This method is more comprehensive, logical and reliable compared to the simple ranking method.
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Quantitative method
The quantitative method is divided into two type i.e. Point method and factor comparison method
Point method
This method was introduced by the Merrill R. Lott
This method is analytical in the sense that jobs are broken into components for purposes of comparison
This method is quantitative as each component of the job is assigned a numerical value
Each factor is divided into degrees or levels and point value is assigned to each level and point values are
assigned to each level
The total of point values assigned to each factor gives the total point value for each job which can be
compared
Typically the compensable factors include the major categories of:
Skill:
Education
Training
Judgment
Analysis
Mental complexity
Mental dexterity
Adaptability etc
Responsibilities:
Monetary loss
Machines
Materials
Safety
Policy
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Effort:
Physical demand
Visual effort
Concentration
Mental effort
Alertness etc
Working Conditions:
Working conditions and hazards etc. are the points included in the working condition.
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9.13 Promotion
A few companies do have a clear cut policy while certain organisations issue circulars as and when they need
Many companies develop policies over a period of time through settlements and agreements with the workers/
unions
In promoting employees, consideration should be given for establishment of the horizontal or vertical
promotion
The desirability of securing assistants who complement rather than supplement their superiors is the major point
in a successive plan which is an integral part of manpower planning.
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Promotions can be from within or can be from outside depending upon the need of the organisation as both have
certain advantages and disadvantages
So also are the arguments for and against the concept of promotion on seniority or merit
A wise policy which is followed by many organisations is a proper blending of both
9.15 Transfers
PIGORS & MEYERS Consider transfer as the movement of an employee from one job to another on the same
occupational level and at about the same level of wages or salary
No appreciable change in task or responsibility is expected, SCOTT and others define transfer as the movement
of an employee from one job to another. It may involve a promotion, demotion or no change in job status other
than moving from one job to another.
They can be temporary or permanent. However, it is better to have a clear-cut and flexible transfer policy. Otherwise,
it may lead to a lot of heart- burning among the affected employees.
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Summary
Job evaluation deals with money and work.
0Compensable factors should represent all of the major aspects of job content.
Job analysis provides information necessary for appraising job skills, knowledge, abilities, and aptitude.
The term wage is commonly used for those employees whose pay is calculated according to the number of
hours worked.
A Job is defined as a , a process of determining the relative worth of the various job within the organisation,
so that different wages may be paid to jobs of different worth.
Job satisfaction is determined by set of personnel and job factors.
Job evaluation is concerned with assessing the value of the job in relation to another.
Job satisfaction is determined by a set of personal and job factor, personnel factors relate to workers age length
of service intelligence, skill and other personality or temperamental factor.
References
Rao, P. S. 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Bernardin, H. J., 2012. Human Resource Management, 6th ed., McGraw-Hill/Irwin.
Adamus, W., A New Method of the Job Evaluation, [pdf] Available at: <http://www.creativedecisions.
net/~rozann/0Proceedings/Final_Papers/106_Adamus_REV_FIN.pdf> [Accessed 27 October 2010].
Human Resources Job Description & Job Evaluation Procedures [pdf] Available at: <http://www.mcc.edu/
hr_protected/pdf/Job_Evaluation_Procedure_For_Supervisors.pdf> [Accessed 24 September 2012]
2010. Human Resource Management-I Video Lecture Course, Human Resource Development In Indian
Organisations, [Video Online] Available at: <http://learnerstv.com/video/Free-video-Lecture-18516-Management.
htm> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Human Resource Development A Scenario , [Video
Online ] Available at: <http://learnerstv.com/video/Free-video-Lecture-18517-Management.htm> [Accessed 24
September 2012].
Recommended Reading
Lepak, D. & Gowa, M., 2008. Human Resource Management, 1st ed., Prentice Hall.
Aswathappa, K. International Human Resource Management, Sadhna, Das, McGraw Hill Companies.
French, W., 2006. Human Resources Management, 6th ed., South-Western College.
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Self Assessment
1. Job evaluation is a systematic process that you can use to determine the relative level, importance,
________________ and value of each job in your organisation.
a. ease
b. difficulty
c. complexity
d. simplicity
2. Job evaluation helps you establish and qualify differences in employee contribution across____________.
a. institutes
b. organisations
c. jobs
d. work place
3. Objective of the Job evaluation is, to gather data and information relating to__________ , job specification and
employee specifications of various jobs in an organisation.
a. job description
b. job designation
c. job recruitment
d. job evaluation
4. Who Define this: A process of determining the relative worth of the various jobs within the organisation, so
that different wages may be paid to jobs of different worth.?
a. Wendell L. French
b. Pigors&Meyers
c. Dale Yoder
d. R.Hoppock
5. In which method _________is quantitative as each component of the job is assigned a numerical value.
a. simple ranking
b. point method
c. skills
d. responsibilities
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10. The basic procedure of job evaluation is to compare the job content of____________ .
a. one job requirement with those of another
b. one competence with those of anothers
c. one job with those of another job
d. our jobs with the employees
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Chapter X
Morale
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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10.1 Introduction
Organisational morale means as follows:
The way people feel about their job and the organisation they work for
It includes the atmosphere of the workplace and the way people work together as a team
The general level of confidence and satisfaction at work place is nothing but employees morale
High organisational morale usually leads to happy workers and financial success
Morale is internal feeling and it is inspired by the environment
In general it is referred as esprit de crop, a feeling enthusiasm, zeal, confidence in individuals or groups that
they will be able to cope with the tasks assigned to them
For example, an organisation with high morale would have a busy, but positive atmosphere, where everyone knew
what was expected and worked well together to meet these common goals.
Morale means evident commitment, that is, demonstrated spirit, enthusiasm, and
Dale Yoder and confidence in the organisations policies, programs, and accomplishments. Morale is
2.
Paul D. Standohar revealed by what individuals and groups say and do to show an interest in, understanding
of, and personal identification with work-team survival and success.
It is a state of mind and emotions affecting the attitude and willingness to work,
4. Haimann
which in turn, affect individual and organisational objectives.
The sum total of several psychological qualities which include courage,
5. Joseph D. Mooney
fortitude, resolution, and above all, confidence.
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10.4 Importance of Morale
Morale directly impacts the working of an individual in a team towards the realisation of common objectives
Morale therefore is individual specific as well as general
Building of morale is not a mechanical problem that could be solved by either rewards or by punishments
The best way to manage it is to proactively do a lot of employee related interventions that will together impact
morale positively
Morale can be broadly divided into three categories:
The first concerns, off-the job satisfaction that is expected from work such as:
Income
Security
Stature in the community
The second concerns on-the-job satisfaction:
For example-job interest
Opportunity for advancement
Status within the organisation
The third group concern personal satisfaction:
Job satisfaction that employee get is for organisation in the form of:
Growth
Achievement powers
Job expertise etc.
Each category has its impact and can damage employee morale to varying degrees
It can result in employee behavior that ranges from engaging in simple gossip to the employee exiting the
company
One of the ill effects of low employee morale is the bad-mouthing that the employee might engage in outside
the workplace with friends and might even engage in negative press reporting
This could be very harmful for the market perception about the company and even impact sales and revenue
Morale can also be understood as the spirit and confidence with which the employee performs his/her job
It is a complex psychological quality that is impossible to force on someone, difficult to measure, and easily
destroyed
The level of morale is a result of the degree to which the overall needs of the individual are fulfilled.
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So this concluded that A morale-building organisation tends to utilise fully the skill, initiative, judgment,
and training of its members, and through such utilisation succeeds in building up these and other qualities
in everyone, so that the abilities of all constantly expand, and the organisation thus is able to succeed and
grow.
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Finding out what employees really like.
In the questionnaire, questions may be asked in various ways
The interviewer has to determine the type of questions to be used depending on the objectives of the survey
These include multiple choice, dichotomous (yes or no) and open-ended questions.
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Summary
Good organisational morale is a condition in which individuals and group voluntarily make a reasonable
subordination of their personal objectives of their organisation.
Morale can be measured by assessing attitude and job satisfaction.
The guided interview is based on the hypothesis that employees answers to certain questions will reveal their
attitudes.
Questionnaire method is generally used to collect employee opinions about the factors which affect morale and
their effect on personnel objectives.
Definition of morale by Professor Ralph C. Davis, Good organisational morale is a condition in which individuals
and groups voluntarily make a reasonable subordination of their personal objectives for their organisation.
Morale is nothing but esprit de crop, a feeling enthusiasm, zeal, confidence in individuals or groups that they
will be able to cope with the tasks assigned to the employees.
Low morale can reduce productivity, harm relationships with clients and customers, and, ultimately, destroy
the organisations bottom line.
References
Decenzo, 2009. Fundamentals Of Human Resource Management, 8th ed., John Wiley & Sons.
Kumar, A. & Sharma, R. Principles of Business Management.
Managing Through Change [pdf] Available at: <http://www.hr.ucdavis.edu/worklife-wellness/ASAP/mgrstoolkit/
Managing%20Change.pdf> [Accessed 25 September 2012]
A moral principles framework for human resource management ethics [pdf] Available at: <http://cf.linnbenton.
edu/bcs/bm/gusdorm/upload/Moral%20Principles%20Framework.pdf> [Accessed 25 September 2012].
2010. Human Resource Management-I Video Lecture Course, Nature and Scope of HRM, [Video Online ]
Available at: <http://www.youtube.com/watch?v=Fa8E3tCDIpo&feature=player_embedded> [Accessed 14
September 2012]..
2010. Human Resource Management-I Video Lecture Course, Human Resource Development A Scenario , [Video
Online ] Available at: <http://learnerstv.com/video/Free-video-Lecture-18517-Management.htm> [Accessed 25
September 2012].
Recommended Reading
Dessler, G., Human Resource Management, 10th ed., Person Publications.
Patnayak, B., 2005. Human Resource Management, 3rd ed., PHI publications.
Venkata Ratnam C. S. & Srivatsava, B. K., Personnel Management and Human Resources, Tata Mc-Graw
Hill.
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Self Assessment
1. _____________________is revealed by what individuals and groups say and do to show an interest in,
understanding personal identification with work-team survival and success.
a. Morale
b. Commitment
c. Spirit
d. Zeal
2. ____________ is evinced by surliness, insubordination, a feeling of discouragement and dislike of the job,
company and associates.
a. Low morale
b. High morale
c. Poor morale
d. Morale
3. ________________ is a condition in which individuals and groups voluntarily make a reasonable subordination
of their personal objectives for their organisation.
a. Willingness and confidence
b. Attitude and patiences
c. Exceptions and reality
d. Good organisational morale
5. The___________ which include his levels of indigence and education and his type of personality-largely
determines the way in which he seeks to fulfill his needs for belonging, esteem, and self realisation.
a. employees background
b. employees morale
c. employees salary
d. employees job satisfaction
6. One of the most unpredictable effects of the level of morale is its impact on worker________.
a. productivity
b. creativity
c. ability
d. capability
7. A_____________tends to utilise fully the skills, initiative, judgment and training of its members and through
such utilisation succeeds in building up these and other qualities in everyone.
a. morale- building group
b. demoralising institute
c. morale-building organisation
d. morale-boosting organisation
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8. It is assumed that_________ morale and_________ productivity go hand in hand.
a. high , high
b. high, low
c. low , high
d. low, varying
10. Guided interview method emphasises mainly on the questions set out before hand by consulting the .
a. employees
b. employers
c. HR
d. higher management
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Chapter XI
Motivation
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
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11.1 Introduction
Management involves creation and maintenance of environment.This environment is needed for performance of
individuals working together in groups. This group performs towards accomplishment of common objectives. Hence
the managers cannot perform their functions without knowing what motivates people.
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NEEDS
(Deprivation)
GOALS DRIVES
(Reduction of) (Deprivation with)
Drives Direction
Needs
The one word definition of a need is efficiency
In the domestic sense, needs are created whenever there is a physiological or psychological imbalance For
example, a need exists when a cell in the body is deprived of food and water or when the human personality is
deprived of other persons who serve as friends or comparisons
Drives
Drives are set up to alleviate needs
A drive can be defined as deficiency with direction
Drives are action-oriented and provide an energising thrust toward goalac complishment
The examples of the needs for food and water are translated into hunger and thirst drives, and need for friends
becomes a drive for affiliation
Goals
At the end of the motivation cycle is the goal.
A goal in the motivation cycle can be defined as anything which will alleviate a need and reduce a drive
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11.5 Working Situation of Employees
Motivation may range from a threatening gesture to a tradition inspired activity
The atmosphere of working situation
The past history of human relations in a company
Expectations about the future as well as a wage incentive plan are stimuli to action. It is believed that the full
force of motivation lies in the person doing the motivation
The former are steps in motivation and the latter are rules governing the steps. Both are performed
simultaneously
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Rules of Motivating
In following the steps of motivation a manager should be guided by some fundamental rules which should be based
upon the following principles:
Self-interest and Motivation:
Undoubtedly, motivation is mainly built on selfishness
To seek some other basis of motivation would be to ignore the real nature of man
The aim should be to learn more about selfishness
Attainability
Motivation must establish attainable goals
What is prescribed for a particular person must be attainable by him
This does not mean that the goal is realised at once
Such goals as promotion or desirable transfer may take years to attain. But it must be within reach
Based on a fact-finding study conducted at several manufacturing plants of the General Electric Company, Sorcher and
Meyer have made the following recommendations for improving the motivation of employees in routine jobs:
Provide assembly line employees with more than minimum training. Providing some sort of formal training for
a factory employee beyond the minimum requirement should result in greater personal involvement in the job
Create sub-goals to measure accomplishment. A sense of competition is important for motivation.
When people work towards clearly defined goals they perform better. Moreover, they are likely to be more
interested in the work which will reduce monotony and mental fatigue
Provide regular feedback on performance. Psychological studies show that people perform better when they
receive positive as well as negative feedback about their performance on a regular basis
Maintain a neat and orderly work area. If the foreman does not care about neatness, employees may feel that
they need not care about it and this attitude may also affect the quality of their work
Arrange work situations so that conversation between employees is either easy or impossible
Experienced workers can do routine jobs with little attention to the task
Conversation while working may reduce monotony and fatigue and thus have a favorable effect on output
If possible, increase the number of operations performed by one employee
This can be done by the simplification of manual operations. It offers several advantages, viz.
The risk of errors is reduced
Training costs are minimised
Management can hire employees at lower wages
Structure jobs, so that workers can, at least occasionally move about the work area
Besides job rotation, there are other ways to provide for physical movement such as setting employees
secure their own tools or by adding operations which require some physical activities
Explore ways to assign greater personal responsibility
Increased responsibility means greater self-esteem and greater job meaningfulness viii. One way to enlarge
responsibility is to let an employee inspect his/her own work
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11.8 Theories of Motivation
As a leader, one need to interact with their followers, peers, seniors, and others whose support they need in
order to accomplish their goals
To gain their support, one must be able to understand and motivate them
To understand and motivate people, you must know human nature
Human nature is the common qualities of all human beings
People behave according to certain principles of human nature
Human needs are an important part of human nature
Values beliefs and customs differ from country to country and even within group to group, but in general, all
people have a few basic needs
As a leader you must understand these needs because they can be powerful motivators
Basic needs
The Basic needs are physiological, such as food, water, and sleep; and psychological, such as affection,
security and self-esteem
These basic needs are also called deficiency needs because if they are not met by an individual, then that
person will strive to make up the deficiency
Meta needs
Meta needs or being needs (growth needs)
These include justice, goodness, beauty, order, unity etc.
Basic needs normally take priority over these Meta needs
For example, a person who lacks food or water will not normally attend to justice or beauty needs
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Self-Actualization
Esteem
Safety
Physiological
It should be noted that almost no one stays in one particular hierarchy for an extended period
We constantly strive to move up, while at the same time various forces outside our control try to push us
down
Those on top get pushed down for short time periods, i.e. death of a loved-one or an idea that does not work,
while those on the bottom get pushed up, i.e., come across a small prize
Our goal as leaders therefore is to help people obtain the skills and knowledge that will push them up the
hierarchy on a more permanent basis
People who have their basic needs met become much better workers
As now these workers are able to concentrate on fulfilling the visions put forth to them
Moreover, they will not have to consistently keep struggling to meet their goals
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11.10 McGregors Theory X and Theory Y
The character of an enterprise depends on the assumptions of the management in controlling its human
resources
Douglas McGregor (1957) developed a philosophical view of humankind with his Theory X and Theory Y
These two theories represent the extreme ranges of assumption; there are a number of possible combinations
on the continuum
The managerial attitudes and supervisory practices resulting from such assumption have an important bearing
on employees behavior
11.10.1 Theory X
People have an inherent dislike for work and will avoid it whenever possible.
People must be forced, controlled, directed, or threatened with punishment in order to get them to achieve the
organisational objectives.
People prefer to be directed, do not want responsibility, and have little or no ambition
In an organisation with Theory X assumptions, managements role is to coerce and control employees
Theory X is the view that traditional management has taken towards the workforce.
11.10.2 Theory Y
People will exercise self-direction if they are committed to the objectives (they are NOT lazy).
Commitment to objectives is a function of the rewards associated with their achievement.
People learn to accept and seek responsibility.
Creativity, ingenuity, and imagination are widely distributed among the population People are capable of using
these abilities to solve an organisational problem.
People have potential. in an organisation with Theory Y assumptions, managements role is to develop the
potential in employees and help them to release that potential towards common goals.
Most organisations are now taking the enlightened view of theory Y (even though they might not be very good at
it). A boss can be viewed as taking the theory X approach, while a leader takes the theory Y approach.
11.10.3 Theory Z
Prof. William G.Ouchi has developed theory Z
This theory is based on the comparative study of Japanese and American management practices
Theory Z describes how Japanese management practices can be adopted to the environment of the other countries
especially in the United States
This theory focuses attention on the organisational behavior side of management
Theory Z can be treated as a model for motivation
This theory believes in the philosophy of management
Both major and minor decisions are taken through consensus in the truly democratic and dynamic
management
Besides, family relationship prevails between the employer and employees
In other words, close, Co-operative and trust-worthy relationship prevails among workers, managers and other
groups
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Dissatisfiers Motivators
Working
Conditions
Policies and
administration Recognition
ve practices
Achievement
Salary and
Advancement
Benifits
Growth
Supervision
Responsibility
Status
Job Challenge
Job Security
Co-workers
Personal Life
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Status
Job security
Co-workers
Personal life
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Summary
Motivation is defined as, You can buy a mans time, you can buy a mans physical presence at a given place,
but you cannot buy his enthusiasm, initiative and loyalty.
Less skilled individuals are motivated to show good performance effectively unless which they may not achieve
the level of performance that is desired from them.
The motivation cycle comprises of three terms needs, drives and goals.
The one word definition of a need is efficiency.
A drive can be defined as deficiency with direction.
A goal in the motivation cycle can be defined as anything which will alleviate a need and reduce a drive.
Good organisation morale is a condition in which individuals and groups voluntarily make a reasonable
subordinate of their personal object of their organisation.
The building of morale is a not a mechanical problem that could be solved by either rewards or punishment.
The study of human motivation is of great importance in any theory of management.
Employees must be motivated time to time, so that they will be able to achieve the desired target.
Motivation aims at transforming the ability to do into the will to do.
Maslow View an individuals motivation as a pre-determined order of needs which he strives to satisfy.
The Basic needs are physiological, such as food, water, and sleep; and psychological, such as affection, security
and self-esteem.
Douglas McGregor (1957) developed a philosophical view of humankind with his Theory X and Theory Y.
These two theories represent the extreme ranges of assumption; there are a number of possible combinations
on the continuum.
Theory X is the view that traditional management has taken towards the workforce.
Theory Y assumptions, managements role is to develop the potential in employees and help them to release
that potential towards common goals.
Theory Z can be treated as a model for motivation. This theory believes in the philosophy of management.
Herzbergs needs are specifically job related and reflect some of the distinct things that people want from their
work as opposed to Maslows Hierarchy of Needs which reflect all the needs in a persons life.
References
Rao, P.S., 2010. Essentials of Human Resource Management and Industrial Relations. Himalaya Publishing
House.
Wilton, N., 2010. An Introduction to Human Resource Management, SAGE.
Motivation and its Theories , [pdf] Available at: <http://management consulting courses.com/
Lesson20Motivation&ItsTheories.pdf> [Accessed 26 October 2010].
Guide on Staff Motivation [pdf] Available at: <http://www.csb.gov.hk/hkgcsb/hrm/pdf-file/e-motivation.pdf>
[Accessed 25 September 2012]
2010. Human Resource Management-I Video Lecture Course, Recruitment and Selection, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10029-Management.htm> [Accessed 25 September
2012].
2010. Human Resource Management-I Video Lecture Course, Performance Evaluation and Appraisal - I, [Video
Online] Available at: <http://learnerstv.com/video/Free-video-Lecture-10030-Management.htm> [Accessed 25
September 2012].
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Recommended Reading
Suri, R. K. & Chhabra, TN., Industrial Psychology, Sun India Publications, New Delhi.
French,V., The Personnel Management Process. Houghton, Boston.
Parweek, U. & Rao T.V., 1999. Designing and Managing Human Resource Systems, Anmol Publishers.
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Self Assessment
1. It is necessary to_____________ employees, as it will assure that the goals of the organisation will be
achieved.
a. motivate
b. encourage
c. respect
d. inspire
2. You can buy a mans time, you can buy a mans physical presence at a given place, but you cannot buy his
___________________, initiative and loyalty.
a. patience
b. ability
c. enthusiasm
d. experience
5. Motivation has been defined as the act of stimulating someone to take a desired course of action-to push the
right button to get a desired_____________.
a. feedback
b. reaction
c. work done
d. action
7. _____________ does not guarantee that the individual will put forth his/her best effort.
a. Morale
b. Education
c. Experience
d. Skill
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8. Needs are created whenever there is a physiological or psychological_______________.
a. imbalance
b. balance
c. steadiness
d. stable
10. A_____________ in the motivation cycle can be defined as anything which will alleviate a need and reduce a
drive.
a. morale
b. goal
c. aim
d. target
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Human Resource Management
Chapter XII
Grievance and Discipline Procedure
Aim
The aim of this chapter is to:
elucidate general practices that organisations use for grievances and discipline
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of this chapter, you will be able to:
understand the critical role of management in maintaining discipline and dealing with grievances
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12.1 Introduction
Definition of Grievances
Definition of grievances changes form company to company and from author to author. Please refer the table
below for definition made by different authors
Grievance is nothing but an indication of dissatisfaction of employees in an organisation
Sr.
Name of author Definition
No.
1. Dale Yoder A written complaint filled by an employee and claiming unfair treatment.
Any discontent or dissatisfaction, whether expressed or not and whether valid
2. Prof. Jucious or not, arising out of anything connected with the company that an employee
thinks, believes or even feels unfair, unjust or inequitable.
Dissatisfaction of an employees is anything that disturbs the employee,
3. Prof Pigors and Meyers
whether expressed or not.
National Commission of labor states that complaints affecting one or more individual workers in respect of their:
Wage payments
Overtime
Leave
Transfer
Promotion
Seniority
Work assignment
Discharge
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Wages
Acting promotion
Recovery of dues
Safety appliance
Superannuation
Supersession
Transfer
Victimization
Condition of work
Clarity
There should be clarity regarding each and every aspect of the grievances procedure
An aggrieved employee must be informed about:
The person to whom a representation can be made
The form of submission in written or oral about the aggrieved employee
The time limit for the redressal of grievance
Similarly, the redressing authority should be very clear about what is expected from them, what measures they
can take, and the limit within which they should resort to an action.
Simplicity
The grievances method should be simple
Every employee must understand different stages of the procedure
Promptness
The promptness with which a grievance is processed adds further to the success of the grievance procedure
Since justice delayed is justice denied the procedure should aim at rapid disposal of the grievances
Training
The success of the procedure also depends upon imparting training to the supervisors and union representative
in handling grievances
Follow-up
The successful working of a grievance procedure depends upon a proper follow-up by the personnel
department
The department should periodically review the procedure and introduce the essential structural changes making
it more effective
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12.4 Grievance Handling Procedure
Following is the procedure to handle grienvance
A grievance should be dealt within the limits of the first line supervisor
The appellate authority should be made clear to the employee so that if an individual cannot get satisfaction
from his/her immediate supervisor, (s)he should know the next step
The grievance should be dealt speedily
If the grievance is against an instruction given by a superior in the interest of order and discipline, the instruction
must be carried out first and then only employee can register his/her protest
ARBITRATION
TOP UNION
TOP MANAGEMENT
LEADERSHIP
COMPANY UNION
MIDDLE GRIEVANCE
MANAGEMENT COMMITTEE
AGGRIEVED
EMPLOYEE
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12.7 Arbitration
In case, the grievance has not been settled by top management and top union leadership, three possibilities
remain:
The union can temporarily or permanently drop the issues b. The union can call a strike if the contract
permits
The case may be submitted to impartial arbitrator
Arbitration is usually handled by either a single individual or a panel of three
(S) He can make decision of the dispute brought to them by the union
Generally, the person may be acceptable by both union and management
It is important that no undue influence should have a bearing on his/her deliberations
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The rapid industrial growth in the country results in many problem. They are as follows:
Arising out of social changes
Displacement from familiar environment
Lack of adjustment to industrial atmosphere
Changes in living condition
New stresses and strains of industries disputes
Indiscipline and violence, etc
Sr.
Name of the Author Definition
No
Dr.Spriegal Discipline is the force that prompts an individual or a group to observe
the rules, regulations and procedures which are deemed to be necessary to the
attainment of an objective; it is fear of force which restrains an individual or
1.
a group from doing things which are deemed to be destructive of group objec-
tives. It is also the exercise of restraint or the enforcement of penalties for the
violation of group regulations.
2. Bremblett, Earl R Discipline in the board sense means orderliness-the opposite of confusion
Discipline may be considered as a force that prompts individuals or groups to
3. Calhoon. Richard.D observe the rules, regulation and procedures which are deemed to be necessary
for the effective functioning of an organisation.
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Selection of tentative penalties to be imposed
Choice of the penalty
Application of the penalty
Follow-up on the disciplinary action
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Summary
A grievance is always a symbol of some malfunctioning or maladjustment.
Good discipline might be described as orderly conducts based on definite standards catalyzed by effective
leadership.
As far as possible, all the rules should be framed in co-operation and collaboration with the representatives of
employees.
Rules should be uniformly enforced if they are to be effective.
If the penalty is imposed long after a violation of rules has been committed, it loses its positive and corrective
influence.
Grievance is nothing but an indication of dissatisfaction of employees in an organisation.
Maintenances of discipline in an organisation are of paramount importance for its smooth running and
survival.
Aaccept the rules, regulations and procedures of an organisation, so that organisational goals may be attained.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations. Himalaya Publishing
House.
Wilton, N., 2010. An Introduction to Human Resource Management, SAGE.
Disciplinary and Grievance Procedures [pdf] Available at: <http://www.kent.ac.uk/hr-staffinformation/
documents/policies/disciplinary/Disciplinary-policy-grades-1to6.pdf> [Accessed 25 September 2012]
Managers Guide:Grievance Investigations [pdf] Available at: <http://www.kent.ac.uk/hr-staffinformation/
documents/policies/grievance/Grievance%20Guidance%20for%20Managers%20Grades%201-6.pdf> [Accessed
25 September 2012].
2010. Human Resource Management-I Video Lecture Course, Human Resource Planning - I, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10027-Management.htm> [Accessed 17 September
2012].
2010. Human Resource Management-I Video Lecture Course, Human Resource Planning - II, [Video Online]
Available at: <http://learnerstv.com/video/Free-video-Lecture-10028-Management.htm> [Accessed 17 September
2012].
Recommended Reading
De Cenzo, D. A. & Robin, S. P.,1997. Personnel /Human Resource Management. McGraw Hill.
Parweek, U. & Rao, T.V., 1999. Designing and Managing Human Resource Systems. Anmol Publishers.
Verma, P., Personnel Management in Indian Organisations, Oxford & IBM Publishing Co. Ltd.
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Self Assessment
1. Who has defined grievance as, A written complaint filled by an employee and claiming unfair treatment?
a. Dale Yoder
b. Prof. Jucious
c. Prof. Pigors
d. Prof. Meyers
4. The successful working of a grievance procedure depends upon a proper __________by the personnel
department.
a. follow-up
b. records
c. malfunctioning
d. adjustment
7. Who has defined discipline as, Discipline in the board sense means orderliness-the opposite of confusion?
a. Dr.Spriegal
b. Bremblett, Earl R
c. Calhoon.
d. Richard.D
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8. The Websters dictionary gives the meaning of the word discipline as, It is the that correct moulds,
strengthens or perfects.
a. preparation
b. grouping
c. punishment
d. training
10. The kind of the penalty to be imposed for an offence should be determined____________.
a. before hand
b. after procedure is over
c. in between
d. after verdict is given
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Chapter XIII
Group and Leadership
Aim
The aim of this chapter is to:
Objectives
The objectives of this chapter are to:
Learning outcome
At the end of the chapter, you will be able to:
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13.5 Types of Groups
Groups may be classified on the basis of the following criteria:
Purpose or goal
Extent of structuring
Legal organisation or setting
Groups may be formal or informal
All groups have the following common characteristics:
Have leaders
Have followers
Try to achieve some goal or goals
Have ideas about how to achieve the goals
Communicate expectations to members
Satisfy some needs of its members
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Emergent leadership
The informal leader performs two functions:
Starts action and provides direction
Tries to eliminate the differences of opinion within the group and makes effort so that the group achieves its
goals
Communicates the groups beliefs, policies, job, organisation, supervision and other matter to non-members
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Formal hierarchy
All groups have some formal arrangement
The sub-leaders communicate the message to the members of the group
The individuals performing leadership role possess prestige because of their role
Interaction
All people interact with one another
During interaction one person responds to another
According to Berne, people interact with each other in terms of three psychological positions or behavioral
patterns known as ego status
These ego states are parent, adult and child
Persons interacting with a parent ego are protective (caring), dogmatic (strict), evaluative and righteous (honest
and respectable)
They prefer laws, rules and standards
People with adult ego state are based on reasons, looking for information and processing it and on factual
discussions
It views people as equal, worthy and reasonable human beings
The child ego state shows the conditions and experiences of childhood
It is dependent, rebellious (disobedient), selfish and sometimes creative
Group norms
Every group has some rules, norms, beliefs, traditions and attitudes that the group members must follow:
Norms are the ought tos of behavior. They are prescriptions for acceptable behavior determined by a group,
institution or society.----Luthens
Group norms are rules or guidelines of accepted behavior which are established by a group and used to monitor
the behavior of its members.----Argyle
Group cohesiveness
It is the degree of attraction that the group has for its members
Cohesiveness is shown by attitudes like loyalty to the group, a feeling of responsibility for group efforts,
friendliness
Member satisfaction:
The end result of group membership is satisfaction of members
In a survey of 37 studies, Heslin and Dumply have shown specific relationship between satisfactions of members
of work group
Perceived freedom to participate
Perceived goal attainment
Status consensus
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Status Consensus
It is an agreement about the relative status of all group members
When the degree of status consensus within the group is low, members satisfaction is low
Status consensus is achieved in groups where the members consider group task specialist as competent
A leader plays an important role
A leadership role is performed by an individual who focuses on coordinating and maintaining the activities of
the group
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13.12 Group Dynamics
It is related to the interactions between group members in a social situation
It is concerned with getting knowledge of groups, how they develop, and their effect on individual members
and organisation
Thomas Harrell defines Group dynamic as, Group dynamics is an expression that describes the situation in
which people acting together in a group accomplish certain thing, either positively or negatively in a way that
cannot be explained adequately in terms of individual acting separately.
The word dynamics is derived from a Greek word which means force. Thus, group dynamics are the forces
working in a group
Many factors in the work environment affect group behavior. The two broad aspects are:
The physical environment, for example, plant, equipment, layout
The psycho-social environment, for example, worker needs reward systems, work group structure, supervisory
practices, work group norms, worker roles and attitudes
Cattell proposed seven theorems which show characteristics of synergy within a group:
Groups are formed to satisfy individual needs and stop to exist when this purpose is not solved
The total synergy of a group is the result of the attitudes of all members towards the group
Effective synergy may be aimed to achieve goals outside the group
Individual group members may also use groups to achieve personal goals; group goals may be secondary to
them
Group memberships may overlap, but the total synergy in the group remains constant
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13.18 Responsibility
A leader is expected to take full responsibility in all situations
He must steer the group clear of all difficulties
He has to assume responsibility for all actions of the group
13.20 Situation
Leadership pattern changes according to the type of group and the situation in which the group is operating
A leader should know on the role to be adopted on different situations
Motivation
A leader motivates the employees with economic and non-economic rewards and thereby gets the work from the
subordinates.
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Providing guidance
A leader guides by instructing the subordinates the way they have to perform their work effectively and
efficiently.
Creating confidence
Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates,
explaining them clearly their role and giving them guidelines to achieve the goals effectively.
Building morale
A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as
they work to achieve goals.
Co-ordination
Co-ordination can be achieved through reconciling personal interests with organisational goals. This synchronisation
can be achieved through proper and effective co-ordination which should be primary motive of a leader.
Intelligence
Research has shown that generally a leader has higher intelligence than the average intelligence of the
followers
However the leader cannot be exceedingly much more intelligent than his/her followers
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Participative or supportive
The participative or supportive leadership behavior is based on the assumption that :
People essentially want to participate,
They want to accomplish and
They will work well if general supervision is employed
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Position power
If an organisation or group confers powers on the leader for the purpose of getting the job done, then this may
well increase the influence of the leader.
Achievement-oriented behavior
Setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates and
showing confidence in subordinates abilities.
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The autocrat
He is directive and expects obedience from followers (Do as I say-not, as I do). Hence, subordinate do not like
him.
The diplomat
He is an opportunities who exploit subordinates. Hence, he is not trusted by his subordinates.
The expert
He is an over-specialised man. He is self-centered and interested in his owned narrow field. He treats his subordinate
only as his fellow-workers without any feelings. He always finds himself along.
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Summary
A group refers to two or more persons who interact for a common explicit purpose.
Kimball Young defines a group as two or more person in a state of social interaction.
Group may be classified in many different ways: the basic for differentiation may be purpose or goal; extend
of structuring; legal organisation or setting.
The end goal of the managers organising responsibility is to create formal work groups that are necessary to
achieve the organisations goals.
Group dynamic is concerned with the interactions and forces between group members in a social situation.
Group can be formal or informal.
Informal groups support their members and protect them from outside pressure and authority.
According to Koontz and o Donnell It is the art of including the subordinates to accomplish their assignments
with zeal and confidence. Zeal reflects ardor, earnestness and intensity in execution of work; confidence reflects
experience and technical ability.
References
Rao, P. S., 2010. Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing
House.
Bolden, R., Gosling, J., Marturano, A. & Dennison, P., 2003. A Review of Leadership Theory and Competency
Frameworks.
WHAT IS LEADERSHIP IN HR? [pdf] Available at: <http://xa.yimg.com/kq/groups/3598466/685835961/name/
article+-+leadership+in+HR+-+Anil+Kaushik.pdf> [Accessed 25 September 2012].
Inside Leadership [pdf] Available at:<http://www.hrmrecruit.com/files/New%20PDFs/JL%20Inside%20
Leadership%20-%20Preparation%20makes%20Interim%20Perfection%20July2012.pdf> [Accessed 25
September 2012].
2010. Human Resource Management-I Video Lecture Course, Organisation Culture, [Video Online] Available at:
<http://learnerstv.com/video/Free-video-Lecture-10037-Management.htm> [Accessed 24 September 2012].
2010. Human Resource Management-I Video Lecture Course, Performance Evaluation and Appraisal - I, [Video
Online] Available at: <http://learnerstv.com/video/Free-video-Lecture-10030-Management.htm> [Accessed 24
September 2012]
Recommended Reading
Mathis, R. L. & Human, J. H., 2007. Human Resource Management, 12th ed., South-Western College Pub.
French, W., 2006. Human Resources Management, 6th ed.,South-Western College Pub.
DeCenzo, D. A. & Robbins, P. R., 2004. Human Resource Management, 8th ed., John Wiley and Sons Ltd
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Self Assessment
1. A_____________ refers to two or more persons who interacts for a common explicit purpose.
a. leader
b. group
c. organisation
d. hr
2. Who has defined group as, Two or more persons in a state of social interaction?
a. Kimball young
b. T.M Newcomb
c. W.J.Sprott
d. T.M Young
5. _____________ exist because the formal groups in an organisation do not satisfy human needs sufficiently.
a. Formal work-group
b. Informal work group
c. Group
d. Leader
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8. A leader is expected to take full_____________ in all situations.
a. responsibility
b. action
c. job
d. work
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Case Study I
HR Functions
Mr. A.P. Dutta is in charge of a bindery in Vijayawada, which employs fifteen people. Presently, three of the
employees run machines; one supervises, while others are helpers in the factory. However, there is no one to move
blank papers and finish print by hand-car. Thus, this position, which demands no skill other than driving a hand-
car, needs to be filled as soon as possible. There are three applicants who have responded for this vacancy. The HR
needs to select the right candidate.
The first one is Mr. Kumar Gujar who is thirty-five, unmarried, and a Navy veteran. Kumar has poor work record.
In Vijayawada, he has worked for five years in seasonal labor and occasional odd jobs. He drove a forklift in
the navy, while working at Vishakhapatnam. He has a strong muscular build. However, there is no heavy work
involved for this profile.
Mr. Nehal Singh, age twenty-two, came to Vijayawada two years before from Punjab. He has done farm labor for
many years and assembly line work for one year in an automobile industry. His command over English is poor
(but can speak regional language, Telgu, fluently). He lives with his mother and seems to remain in the area for
some time. After having experience to run farm equipments, he should have no problem steering a hand-car.
Mr. Swami Nathan Raja is a local boy who finished high school two years ago. Subsequently, he got a diploma
and is currently employed as an assistant engineer in Laxmi Transport Company, Vijayawada. His character
references are excellent. Mr. Raja is small, but he seems quick and was a star in high school.
Questions
1. How much consideration should be given to Mr. Kumar Gujars poor work record? Should the HR check to
verify it?
Answer
The work experience should be given prime importance while recruiting any applicant. The work performance
of Mr. Gujar can affect the performance of the factory. So, the HR should check Mr. Kumar Gujars work record
once again.
2. How much importance should be given to communication in any job? How quickly could Mr. Nehal Singh
assimilate enough English to be effective?
Answer
Communication plays an important role in business world. However, for this profile, it is not necessary that the
applicant should be fluent in English.
Mr. Nehal Singh is originally from Punjab, but is fluent in Telgu and thus, seems to be a fast learner. So, he can
easily learn English language to be effective in future.
3. Should the HR pass Mr. Nehal Singh because of his status as a recent migrant?
Answer
The HR cannot pass Mr. Nehal Singh only because he has recently transferred to Vijayawada from Punjab.
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Case Study II
Employee Performance
Raj Sharma has been employed for six months in the accounts section of a large manufacturing company, named
J.P Company in Faridabad. You have been informed by his supervisor about his performance.
You are the HR manager responsible for training and development in J.P Company. The supervisor has evaluated the
performance of all employees in the account section for six months. After the performance evaluation, the supervisor
finds that Raj is not performing well, while other employees are performing well and average. The supervisor
informs you that Raj is not performing well since he has joined the organisation. All other employees are meeting
their targets and performing well. But there is no performance growth shown by Raj.
The Supervisor has discussed with Raj the performance that is expected from him. He has shown Raj the performance
after he has joined the company. In spite of Raj being informed about his performance, there is no improvement.
The Supervisor has now escalated this matter to you.
Questions
1. Can you find out whether Rajs performance is weak because of poor training or any other reason?
2. If you find Raj has been inadequately trained, how do you go about introducing remedial training program?
3. If he has been in the organisation for six months, what kind of remedial program would be best?
4. Do you need to discuss it again with Raj?
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The designers of the training program had only one question in mind, WHAT RESULTS DO WE WANT FROM
SALESPEOPLE AFTER THE TRAINING PROGRAM IS OVER? Thus, the answer to this question was the
main training objective.
For the training content design, videos were prepared. The videos were produced in 3 to 6 months. The content in
the videos included production plants, clients offices, partner offices, suppliers, manufacturers location, and other
locations.
The training material was used to train the sales people in following areas:
Market information
Policies and procedures
Sales process
Product information
The training material that was provided to the sales people included video training. The sales persons had to go
through the entire training material, and then call a toll free number to give examination. Those, who passed the
examination, were given job responsibilities. While others who failed, had to go through the training material and
give the examination again. However, if a sales person fails in the exam once again, the reporting manager was
notified about it.
Questions
1. Do you think video is the most effective way to achieve training objectives?
2. In todays technological world, is video still the best way to deliver the training?
3. What are the other training methods that ABC Company can add in their next training program?
4. What role did cost of development cost of delivery, and other constraints play in the selection of video delivery
system?
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Bibiliography
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157/JNU OLE
Human Resource Management
Recommended Reading
Ashwatappa, K., Human Resource Management, 5th ed., TMH.
Aswathappa, K. International Human Resource Management, Sadhna, Das, McGraw Hill Companies.
Beardwell, L. & Holden, L., Human Resource Management, Jacrnillan, Delhi.
Bohlander, et al, 2004. Managing Human Resources, 13th ed., Cengage Learning
Byars, L. & Rue, L., 2010. Human Resource Management, 10th ed., McGraw-Hill/Irwin.
Chhabra, T. N. Human Resource Management, Dhanpat Rai & Co., Delhi.
De Cenzo D.A & Robin, S.P.,1997. Personnel /Human Resource Management. McGraw Hill.
DeCenzo, D. A. & Robbins, P. R., 2004. Human Resource Management, 8th ed., John Wiley and Sons Ltd
Dessler, G., Human Resource Management, 10th ed., Person Publications.
Evans, P. & Pucik, E., The Global Challenge- Framework for International Human Resource Management, Tata
McGraw-Hill Irwin.
Fisher, C., 2005. Human Resource Management, 5th ed., Shaw Wiley / Biztantra.
French, W., 2006. Human Resources Management, 6th ed., South-Western College.
French,V., The Personnel Management Process. Houghton, Boston.
Lepak, D. & Gowa, M., 2008. Human Resource Management, 1st ed., Prentice Hall.
Mathis, R. L. & Human, J. H., 2007. Human Resource Management, 12th ed., South-Western College Pub.
Parweek, U. & Rao T. V., 1999. Designing and Managing Human Resource Systems, Anmol Publishers.
Patnayak, B., 2005. Human Resource Management, 3rd ed., PHI publications.
Singh, K. & Duggal, B. R. Human Resource Management, Sun India Publications, Delhi.
Stewart, G. L. & Kenneth, G. B., 2010. Human Resource Management, 2nd ed., Wiley.
Suri, R. K. & Chhabra, T.N. Industrial Psychology, Sun India Publications, New Delhi.
Tayeb, M. H., 2005. International Human Resource Management, Oxford University Press.
Venkata Ratnam C. S. & Srivatsava, B. K., Personnel Management and Human Resources, Tata Mc-Graw
Hill.
Verma, P., Personnel Management in Indian Organisations, Oxford & IBM Publishing Co. Ltd.
158/JNU OLE
Self Assessment Answers
Chapter I
1. a
2. a
3. d
4. c
5. b
6. c
7. a
8. b
9. d
10. a
Chapter II
1. b
2. a
3. d
4. a
5. a
6. a
7. a
8. b
9. a
10. b
Chapter III
1. b
2. a
3. a
4. b
5. a
6. a
7. a
8. a
9. d
10. a
Chapter IV
1. c
2. a
3. a
4. c
5. a
6. c
7. b
8. b
9. a
10. a
159/JNU OLE
Human Resource Management
Chapter V
1. a
2. b
3. a
4. b
5. a
6. b
7. b
8. a
9. a
10. a
Chapter VI
1. b
2. a
3. a
4. c
5. a
6. a
7. b
8. a
9. a
10. c
Chapter VII
1. a
2. a
3. c
4. c
5. b
6. a
7. c
8. a
9. a
10. c
Chapter VIII
1. a
2. b
3. a
4. a
5. a
6. c
7. a
8. a
9. a
10. d
160/JNU OLE
Chapter IX
1. c
2. c
3. a
4. a
5. b
6. d
7. a
8. a
9. d
10. a
Chapter X
1. a
2. c
3. a
4. b
5. a
6. a
7. a
8. a
9. a
10. d
Chapter XI
1. a
2. c
3. a
4. d
5. b
6. b
7. d
8. a
9. a
10. b
Chapter XII
1. a
2. a
3. b
4. a
5. a
6. c
7. b
8. d
9. c
10. a
161/JNU OLE
Human Resource Management
Chapter XIII
1. b
2. a
3. b
4. a
5. b
6. a
7. b
8. a
9. c
10. a
162/JNU OLE