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PAR T A ( SHORT QUESTION AND ANSWERS)

Q1. Define Human Resource Planning ?

Ans. There are many ways to define HR planning, or explain what it is, but the
following definitions, taken from the Government of Canada human resources site,
is a good, useful working definition:

Rigorous HR planning links people management to the organization's mission,


vision, goals and objectives, as well as its strategic plan and budgetary resources. A
key goal of HR planning is to get the right number of people with the right skills,
experience and competencies in the right jobs at the right time at the right cost.

Note the emphasis on linkage to strategic planning and business planning in the
first sentence, and the emphasis on the arrangement and alignment of staff and
employees in the last sentence.

Here's another definition, perhaps a bit simpler:

The process by which management ensures that it has the right personnel, who are
capable of completing those tasks that help the organization reach its objectives.

Q2. HRM versus HRD.

Ans. HRM vs HRD:

HRM is essentially concerned with basic employee management. It encompasses


the traditional areas that most people think of as HR, including compensation and
benefits, recruiting and staffing, employee and labor relations and occupational
health and safety. Professor of business at the Ross School of Business, University
of Michigan, defines four fields For HRM:
* Strategic business partner
* Change agent
* Employee champion
* Administration

Human Resource Development (HRD) on the other hand, deals with the
development of the resources in a company, organizational development,
performance management, training and learning, and coaching. In the broader
sense, it means evaluating the performance of employees and helping employees
learn new skills.

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Q3. What are the steps involved in induction Programme?

Ans: An induction programme is the process used within many businesses to


welcome new employees to the company and prepare them for their new role.

Benefits of an induction programme

An induction programme is an important process for bringing staff into an


organisation. It provides an introduction to the working environment and the set-up
of the employee within the organisation. The process will cover the employer and
employee rights and the terms and conditions of employment. As a priority the
induction programme must cover any legal and compliance requirements for
working at the company and pay attention to the health and safety of the new
employee.

An induction programme is part of an organisations knowledge management


process and is intended to enable the new starter to become a useful, integrated
member of the team, rather than being "thrown in at the deep end" without
understanding how to do their job, or how their role fits in with the rest of the
company.

A good induction programmes can increase productivity and reduce short-term


turnover of staff.

A typical induction programme

A typical induction programme will include at least some of the following:

any legal requirements (for example in the UK, some Health and Safety training is
obligatory)

any regulatroy requirements (for example in the UK banking sector certain forms
need to be completed)

introduction to terms and conditions (for example, holiday entitlement, how to


make expense claims, etc)

a basic introduction to the company, and how the particular department fits in

a guided tour of the building

completion of government requirements (for example in UK submission of a P45 or


P60)

set-up of payroll details

introductions to key members of staff

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specific job-role training

Best practise

In order to fully benefit the company and employee, the induction programme
should be planned in advance. A timetable should be prepared, detailing the
induction activities for a set period of time (ideally at least a week) for the new
employee, including a named member of staff who will be responsible for each
activity. This plan should be circulated to everyone involved in the induction
process, including the new starter. If possible it should be sent to the new starter in
advance.

It is also considered best practise to assign a "buddy" to every new starter. If


possible this should be a person who the new starter will not be working with
directly, but who can undertake some of the tasks on the induction programme, as
well as generally make the new employee feel welcome. (For example, by ensuring
they are included in any lunchtime social activities.)

Q4. Explain Vestibule Training ?

Ans:Also called (industrial engineering) A procedure used in operator training in


which the training location is separate from the main productive areas of the plant;
includes student carrels, lecture rooms, and in many instances the same type of
equipment that the trainee will use in the work station.

Q5. Discuss the need of career planning?

Ans: Your career planning decisions and the career path you choose will determine
the patterns and texture of your life and career – whom you marry, where you live,
your income, how much time you spend at home, your travels, and how you spend
your leisure time

Career Planning is a lifelong process, which includes such facets as:

choice of occupation;

job search;

growth in the job;

career transition (changing careers).

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Career Planning answers questions such as,

"Where do I want to go?"

"What do I want to do?"

"What kind of a career should I pursue in the university?"

Making the right plans for your future in the university can be difficult. Career
Planning is a process that can help you decide what career path to follow and how
to follow that path using your skills, competencies and abilities.

The Career Planning process consists of three phases:

Self-assessment

This phase can answer such questions as What do I like doing? What are my skills
and abilities?

Getting to know your competencies, values, interests, skills, developmental needs,


etc. allows you to make appropriate career choices that match your abilities,
competencies and preferences.

Exploration of work choices

How do I get from my present work situation to where I want to be in five years?
What options are available for me to gain training and/or experience?

With the Career Advisor‘s assistance you can investigate possible work experience
and/or training to attain your developmental goals. Alternative work possibilities
could be job shadowing, job rotation, volunteer opportunities, and informational
interviews. Your training needs may include language or computer skills, or may be
technical training to master a specific skill. The Career Advisor‘s guidance and
coaching will enable you to select your career goals and match your values,
abilities, competencies and skills to those goals.

Identification of a possible career

Decision-making on a career path and devising an action plan. I now know what
direction I want my career to take, how do I implement my career choice?

The last stage in Career Planning (although this may not be the final stage as you
redefine your goals in the course of your career) is to develop the practical steps in
order to reach your career goal. The Career Advisor is there to help you identify the
action steps you will need to attain your career goals.

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Q5. What is Career Deveplopment?

Career Development

Career Development invites you to review your work history and all the factors
(psychological, sociological, economic) that influenced your career choices.

Besides looking at your work history, Career Development is also future-oriented.


Knowing the different aspects of your personality, your competencies and the skills
you possess provides you and the Career Advisor with a ‗roadmap,‘ which indicates
what career is best for you. It offers a method of setting necessary objectives and
goals in order to attain your desired career path. Questions such as, Where am I
going in the university? What will I be doing in the years to come? How can I
become more competent in my role in the university? are questions for which you
and the Career Advisor will try to find answers.

Career Development examines your present job situation and features of the job
that will enable you to use your aptitudes: values, skills, competencies. Your
concern may center on your present role in your job and how to improve your skills
in fulfilling your role, with an eye on your future development in roles where your
talents are most suited. A career plan is meant to set goals to develop the required
skills that you need and will need in the future.

Q6. Discuss the causes of Labor Turnover ?

Answer: There are many potential causes for turnover. Area economic conditions
and labor market conditions affect general turnover rates and can be very difficult
to manage. However, certain causes associated with turnover in any specific job or
organization can be managed. These include such things as non-competitive
compensation, high stress, working conditions, monotony, poor supervision, poor fit
between the employee and the job, inadequate training, poor communications, and
organization practices.

For a company to develop a retention strategy, several steps must be taken. First,
they must assess the current situation and measure the turnover rate in their
company. Turnover is calculated simply by dividing the number of annual
terminations by the average number of employees in the work force. The average
employee turnover rate is 14.4 percent annually, according to the Bureau of
National Affairs. How does your company compare?

A company must also measure the cost of turnover, develop retention strategies,
and plan for some expected turnover and a changing workforce culture. Employers
must recognize that quality of work life is becoming more and more important to
employees.

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What initial steps can be taken to reduce turnover? First, hire the right people and
continue to develop their careers. Does your company have an ongoing career
development program, tuition reimbursement, or skills training program? An
investment in upgrading the workforce is one of the best investments a company
can make when looking at long-term growth. Hiring the people that are a good "fit"
with the culture of the organization—meaning that their values, principles, and
goals clearly match those of the company—and then training as necessary will go a
long way toward ensuring employee loyalty and retention.

Second, most companies with low turnover rates are very employee oriented. They
solicit input and involvement from all employees and maintain a true "open-door"
policy that avoids closed-door meetings. Employees are given an opportunity for
advancement and are not micro-managed. Intrinsic rewards are critical. Employees
must believe they have a voice and are recognized for their contribution.
Remember that "trust" and "loyalty" are a two -way street. Does your company's
culture encourage open communication and employee input?

Third, develop an overall strategic compensation package that includes not only
base and variable pay scales, but long-term incentive compensation, bonus and
gain-sharing plans, benefit plans to address the health and welfare issues of the
employees, and non-cash rewards and perks as well. To be competitive in today's
labor market, most companies find it necessary to offer a standard benefit package,
including health, dental, and life insurance, vacation and leave policies, and
investment and retirement plans. But what more could be done that would be cost
effective toward creating an employee-oriented work environment?

Creativity in compensation and benefits can make quite a difference to the welfare
of the employee. A company should assess overall employee needs when
addressing retention issues.

If employee welfare is a genuine concern, what about child care? How much
employee absenteeism is attributable to not having a dependable babysitter?
Although the costs and liabilities involved in providing onsite day care can be
prohibitive, perhaps a company could subsidize childcare in some manner.
Sometimes, just negotiating rates for your employees with area childcare providers
could be very helpful. Maybe some kind of a company match would be possible.
Household chore assistance is another possibility that is being used by some
companies.

Q7. Discuss the Objectives & uses of Performance Appraisal?

Answer: Performance appraisal may be defined as a structured formal interaction


between a subordinate and supervisor, that usually takes the form of a periodic
interview (annual or semi-annual), in which the work performance of the

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subordinate is examined and discussed, with a view to identifying weaknesses and
strengths as well as opportunities for improvement and skills development.

In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are
used to identify the better performing employees who should get the majority of
available merit pay increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that
might restrict their capacity to dismiss employees or decrease pay.)

Performance appraisal for evaluation using the traditional appro ach has served the
following purposes:

Promotion, separation, and transfer decisions

Feedback to the employee regarding how the organization viewed the employee's
performance

Evaluations of relative contributions made by individuals and entire departments in


achieving higher level organization goals

Criteria for evaluating the effectiveness of selection and placement decisions,


including the relevance of the information used in the decisions within the
organization

Reward decisions, including merit increases, promotions, and other rewards

Ascertaining and diagnosing training and development decisions

Criteria for evaluating the success of training and development decisions

Information upon which work scheduling plans, budgeting, and human resources
planning can be used

Objectives of Appraisal System:

To give employees the opportunity to discuss performance and performance


standards regularly with their supervisor.

To provide the supervisors with a means of identifying the strengths and


weaknesses of an employee‘s performance.

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To provide a format enabling the supervisor to recommend a specific program
design to help an employee improve performance.

To provide a basis of salary recommendations.

Salary Administration

Performance Feedback

Identification of Individual Strengths and Weaknesses

Recognition of Individual Performance

Determination of Promotion

Identification of Poor Performance

Assistance In Goal Identification

Evaluation Of Goal Achievement

Identification of Individual Training Needs

Determination of Organizational Training Needs.

Q8. List some of the issues that come under collective bargaining ?

Answer:

Collective bargaining is process of joint decision making and basically


represents a democratic way of life in industry. It is the process of negotiation
between firm‘s and workers‘ representatives for the purpose of establishing
mutually agreeable conditions of employment. It is a technique adopted by two
parties to reach an understanding acceptable to both through the process of
discussion and negotiation.

ILO has defined collective bargaining as, negotiation about working conditions
and terms of employment between an employer and a group of employees or
one or more employee, organization with a view to reaching an agreement
wherein the terms serve as a code of defining the rights and obligations of
each party in their employment/industrial relations with one another.

Collective bargaining involves discussions and negotiations between two groups


as to the terms and conditions of employment. It is called ‗collective‘ because

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both the employer and the employee act as a group rather than as individuals.
It is known as ‗bargaining‘ because the method of reaching an agreement
involves proposals and counter proposals, offers and counter offers and other
negotiations.

Thus collective bargaining:

is a collective process in which representatives of both the management and


employees participate.

is a continuous process which aims at establishing stable relationships between


the parties involved.

not only involves the bargaining agreement, but also involves the
implementation of such an agreement.

attempts in achieving discipline in the industry

is a flexible approach, as the parties involved have to adopt a flexible attitude


towards negotiations.

Q.9 What are the drawbacks of counseling ?

Answer : Counseling is interviewing the person being counselled and helping to


solve his problems through human approach of sharing and guidance.

Counseling is sitting down in private setting for an open discussion with an


employee. Sometimes it is to pay a sincere compliment, sometimes it is to solve a
problem that is hurting productivity/effectiveness, sometimes it is because an
employee violated your discipline line and you need to talk about improvement in
his behavior.

It is communicating one to one, in private. It is interviewing- it's a two way


dialogue and not one way sermonizing or advising.

It is encouraging the other person to to talk about himself so that the problem and
it's reasons emerge clearly and solutions can be worked out.

One of the most important counseling skills is being a good listener.

In an organization, counseling can be done by the team leader, supervisor or


manager or one can seek the expertise and assistance of an in-house or external
professional counselor.

Situations that Call for Counseling in an Organization

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Given below is a partial indicative list of situations that call for counseling from a
superior to his subordinate:

When an employee violates your standards.

When an employee is consistently late or absent.

When an employee‘s productivity is down.

When one employee behaves in such a way that productivity of others is negatively
affected.

When two employees have a conflict that is becoming public and it is affecting the
work.

When you want to compliment an individual.

When you want to delegate a new task.

Given below is a partial indicative list of situations which do not call for counseling:

When you disagree with an employee‘s life style

When you are upset.

When you dislike the personality of an employee.

Preparation for the Counseling Interview

Choose an appropriate, quiet and private location.

Make sure that you are not disturbed during the counseling session.

Take care that you have allowed sufficient time to the the person you are
counseling and that he is not being rushed into it.

Objectives of the Interview


Counselor should help the person being counselled to:

Tell his story.

Look out for new perspectives.

Clarify the issues.

Identify areas for change.

Set goals.

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Develop action plan.

Review progress.

Counselor should provide full support during the interview and also after the
interview to carry out the action plan and to review the progress.
Counseling Skills

Listen carefully.

Demonstrate empathy.

Do not make judgments.

Understand emotions/feelings behind the story of the person being counselled.

Question with care.

Ask open ended questions.

Reflect back, summarize and paraphrase so that the understanding is correct and
complete.

Use appropriate body language.

Do not show superiority or patronage.

Techniques of Counseling (Based on Rogers, Carkheff and Patterson's model)

Structure

Listen (active and empathic)

Be silent (when required)

Respond

Reflect

Question

Interpret

Limitations/Constraints in Counseling

Person being counselled may not have trust in his counselor (normally, his
superior) or the organization.

Suspicion over the level of confidentiality.

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Organization's constraints on using it's resources, time and efforts.

Lack of skills of the counselor.

Benefits of Counseling

Helps the person being counselled to understand himself.

Allows the individual to help himself.

Assists in understand the situations more objectively.

Facilitates to look at the situations with a new perspective.

Develops positive outlook.

Motivates to search for alternate solutions to problems.

Helps in superior decision making.

Prepares the person to cope with the situation and the related stresses

PART –B (LONG QUESTION ANSWERS)

1.Discuss the objectives of HRM. Why is HRM gaining importance?

Answer: The study of HRM describes what human resource managers do and what
they should do. While there are many definitions of HRM, its primary purpose is to
improve the productive contribution of people within an organisation. Unt il the last
few years the discipline was known as personnel

management. Now the term 'human resource management' is increasingly used in


recognition of the importance of an organisation's workforce in contributing to the
goals of that organisation.

Today's human resource issues are enormous and appear to be ever expanding.
The human resource manager faces a multitude of problems ranging from a

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constantly changing workforce to coping with ever increasing government rules and
regulations. Because of the critical nature of human resource concerns, they are
receiving increased attention from upper levels of management. It used to be rare
to see job advertisements for human resource managers. Now such advertisements
are very common and encompass significant organizational responsibilities.

People are the common element in every organisation. From an organisation's


perspective, its staff are its human resources. It is people like you who produce the
goods and services that create wealth. It is these goods and services that
contribute to our standard of living. One slogan on an American factory expressed it
this way:

Assets make things possible, people make things happen.

There are many challenges facing organisations today. The better our organisations
work, the easier it is for society to meet the present and future threats and
opportunities. It can be said that the central challenge we face in society is to
continually improve the performance of our organisations in both the private and
public sectors. Part of this improvement will come from organisations becoming
more efficient and effective. This requires the effective management in these
organisations.

Objectives of HRM
Objectives are benchmarks against which actions of an HRM department are
evaluated. The following is one listing of these objectives:

• Societal objective. To be socially responsible to the needs and challenges of


society while minimizing the negative impact of such demands upon the
organisation. The failure of organisations to use their resources for society's benefit
may result in restrictions. For

example, societies may pass laws that limit human resource decisions.

• Organisational objective. To recognize that HRM exists to contribute to


organisational effectiveness. HRM is not an end in itself; it is only a means to assist
the organisation with its primary objectives. Simply stated, the department exists
to serve the rest of the organisation.

• Functional objective. To maintain the department's contribution at a level


appropriate to the organisation's needs. Resources are wasted when HRM is more
or less sophisticated than the organisation demands. A department's level of

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service must be appropriate for the organisation it serves.

• Personal objective. To assist employees in achieving their personal goals, at


least insofar as these goals enhance the individual's contribution to the
organisation. Personal objectives of employees must be met if workers are to be
maintained, retained and motivated. Otherwise, employee performance and
satisfaction may decline, and employees may leave the organisation.

Functions and Activities of HRM


In order to achieve the objectives of an organisation, the HRM section or
department must carry out a number of functions. The key functions of HRM can be
summarized as the acquisition, maintenance, development and termination of
employees.

Acquisition: This is the 'getting' phase of HRM. It includes estimating both the
future demand and supply for human resources and integrating these resources
into a total human resource strategy. In other words, the objectives and future
directions of the organisation must be known before any reliable forecasts of people
needs can be made. The acquiring process includes recruiting, selection and the
socialization or induction of new employees.

Maintenance This is the 'keeping' function and involves providing benefits, services
and working conditions that are needed if individuals are to remain committed to
the workplace.

FUNCTIONS:

Development: This encompasses the whole domain of training and development,


which has become a major area of concern and expense for organisations.
Developing also includes the concepts of organisational change and development
and how these processes impact upon employees.

Termination: This is the 'saying goodbye' activity and is sometimes known as the
separation phase of employment. It involves such issues as retirement,
redundancy, resignation and dismissal. These issues have become of major
importance in organisations in recent years.

5 MAIN ACTIVITIES OF HRM

The five most common activities of HRM personnel in orgnaizations are identified
as:
• planning for human resource needs
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• staffing identified personnel need
• performance management and remuneration for employees
• improving employees and the work environment
• establishing and maintaining effective working relationships.

Q2. What is HR Audit ? Explain HR Audit Process & also cover main areas of HR
Audit?

Answer: The Human Resource Audit as an Improvement Tool

Regardless of the type of company or the size of your HR department, the HR Audit
is a simple, yet comprehensive tool to analyze and improve your effectiveness as a
function.

The audit is made up of four main steps:

1) Define desired HR practices for your organiz ation

2) Assess current practices against the criterion that you have established

3) Analyze the results

4) Establish improvement goals and take action

This simple four-step approach can be repeated as the annual planning and goal
setting process occurs within your company. Progress can be measured against
goals and a continuous improvement cycle naturally unfolds.

Purpose(s) of an Audit

The audit can serve any of the following purposes:

__To clarify desired practices of HR work and roles within the organization (HR
Department, Line Managers).

__To establish a baseline for future improvement.

__To evaluate current effectiveness.

__To standardize practices across multiple sites within a division or company.

__To assess current knowledge and skills required of HR practitioners.

__To improve performance levels to key customers within the organization.

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The Audit Process

Step One--Defining Audit Statements

Definition of desired HR practices can occur through in a variety of ways.

A good starting point is to take some time and reflect on the legal requirements and
programs that the department must administer. Simply listing them is a good first
step.

Next, consider your areas of responsibility and traditional HR practices covered by


your function: They may include HR Planning, Staffing, Performance Management,
Employee Relations, Compensation and Benefits, Training and Development, Safety
and Wellness,

Employee Surveys, and Communications. Finally, other areas to consider are


company initiatives that the HR function may be required to support, i.e. internal
customer requirements. Specifics are unique to your company, but examples could
include supporting a Total Quality Management initiative, Team Based Work
System, etc.

With this list in hand, a statement can be written about each major practice that
you want to define. Typically, they are stated in the present tense and in a positive
manner. The following examples illustrate these traits:

__The staffing process is documented so that the responsibility of each person in


the process is clear and understood.

__Performance appraisals are completed for each employee in the organization.

__There is a train-the-trainer program for each major training program within the
company.

__New employees complete a new hire orientation program of key company policies
and procedures within the first 30 days of work.

__There is an issue resolution process that is well understood and used by


employees.

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As you may notice, definitions can be as complete or detailed, as the developer
desires. In starting out, it is better to make more general statements and improve
from year to year in those areas that you choose to raise the level of performance.

In summary, you may as many as 60-70 statements depending upon size of your
company and the level of detail that you prefer to measure. Regardless of the
number, you are developing a description of the level and quality of performance
you desire for the Human Resource function.

Step Two--Assessing Current Practices

With the list of statements completed, the assessing current practices requires you
to be objective. A good approach is to look for evidence that supports or refutes
each statement made. Evidence may take the form of policies and procedures,
output from employee surveys, interviews with key customers, data collection from
a Human Resource Information System, reports issued to regulatory departments,
statistics, etc.

The first time the assessment is made, it may become apparent that the definition
in step one needs improvement or modification. These changes should be noted
and made a part of the next "improvement cycle."

As you review the summary of statements and your assessment, there are several
analysis that can help.

Step Three--Analyze the Results

It is important to recognize strengths and opportunities for improvement. As results


are reviewed, themes will emerge around specific HR areas. For example, one
company may be very strong in administration and managing legal requirements.
On the other hand, it may need improvement in developing higher-level systems
definition. Another company may be very strong in areas Safety, Security, and
Training, but need improvement in Communication practices that run across the
company.

Reviewing the data in a variety of perspectives is helpful to formulate a picture of


overall HR performance against the audit. It can reflect the positive effect of actions
taken in previous years as well as provide informatio n for future actions.

It may become apparent that all definitions are 'not equal in importance' The effort
required to meet the definition is one factor to consider. For example, having
performance appraisals for all employees may require significant effo rt. On the

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other hand, if you already have a good new hire orientation program in place, that
definition is more easily met.

The contribution that meeting a definition may have to the organization is another
factor to consider. For example, supporting a company initiative like Total Quality
Management may be more meaningful to the organization at this point in time than
other statements.

In summary, the purpose of analysis is to sort through the areas of strength and
opportunities for improvement in order to take positive action steps to improve the
effectiveness of the HR function.

Step Four--Establish Improvement Goals and Take Action

The ideal time to complete an audit is just prior to the annual planning process.
With audit information in hand, you can be poised to take advantage of your
insights into setting next year's goals.

There are two aspects of setting goals: maintenance of current good practices and
development of improved practices. Knowing the capacity and capability of the HR
department and system is critical in developing a realistic plan. Good practices need
to become a part of the HR system and 'baked in', so that they occur in a reliable,
predictable fashion. Once a process or program has reached that level, then future
development can occur more effectively.

With little discretionary time available, it is prudent to review the analysis of step
three and decide which one or two areas will provide the greatest overall
improvement for the HR function, its customers and the organization. These need
to be the areas that goals are established for the next year.

This is the point in the audit process, where definitions are reviewed and modified
to create a new and improved vision of the HR system as you wish it to be. Doing
this on an annual basis allows practices to be improved and benefits share

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Examples of improved HR measures using the Audit Process:

__ OSHA incident rates

__Development and sharing of Total Compensation Philosophy

__Reduction in throughput time of filling open positions

__Employee turnover rate

__HR customer survey results

__% of training time/employee

__Reduction in throughput time of administrative requests

__Self funding variable compensation strategies

__Employee survey results

__Succession/replacement planning

__Business results

Summary

The HR Audit can be a powerful lever of change in your department and


organization. In one sense it is simple, in that each step can be completed fairly
quickly and with ease. Also, the degree of detail and definition of performance is
within the control of the audit developer.

At time passes, the Audit enriches itself through better definition development and
higher levels of performance expectations. It takes on a systems approach because
it is comprehensive, inclusive of all traditional HR practices, yet accommodating to
the uniqueness of company cultures and business initiatives.

Finally, it moves HR professionals into an active state of defining their direction,


making sense of their choices, and contributing to the business in a more definitive
way.

Q3. Discuss the on the job method of Executive Development?

Answer:

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The executive development is a planned, systematic and continuous process of
learning and growth designed to induce behavioral change in individuals by
cultivating their mental abilities and inherent qualities through the acquisition,
understanding and use of new knowledge, insights and skills as they are needed for
more effective performance of the work of managing.

Managers develop not only by participating in formal courses of instruction drawn


by the organisation but also through actual job experience in the organisation. It
should be recognised that it is for the organist ion to establish the development
opportunities for its managers and potential managers. But, an equal rather more
important counterpart to the efforts of organisation are those of the individuals. It
should be accepted as discipline of self education. Te individuals mus have the
motivation and the capacity to learn and develop. As the individuals differ from one
another in aptitudes, attitudes, talents, aspiration, needs and motivation, they
should by provided an effective organisational climate to develop themselves and
change their behaviour in manging the people and resources.

It is most popular method of developing the executive talent. The main


techniques are

(a) Coaching. Under this technique, the superior coaches the job knowledge and
skill, to his subordinates. He briefs the trainees what is expected of them and
guides how to get it. He also watches their performance and directs them to
correct the mistakes. The main objective of this training is to provide them
diversified knowledge. Coaching is recognised as one of t managerial
responsibilities, and the manger as an obligation to train an develop the
subordinates working under him. He delegates his authority to the subordinates
to prepare them to handle the complex situations.

(b) Understudy. This system is quite different from the system discussed above.
Under this system, a person is specifically designated as the their apparent who
is called the understudy. The understudy's future depends on what happens to
his superior leaves his post due to promotion, retirement or transfer. Te
department manger picks up one individual from the department to become his
understudy. He guides him to learn his job and tackle the problems tat confront
the manger.

(c) Job Rotation. Under this system, an individual is transferred one job to

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another or from open department all to another in the co -ordinated and planned
manager with a view to broaden the general background of the trainee in the
business. The trainees is rotated from one job to another and thus the acquires a
considerable degree of specialised knowledge and skill but a man can never
acquire t diversified skill needed for promotion unless is deliberately put in
different types of situations.

(d) Special Project. A special assignment is a highly useful training device, under
which a trainee is assigned a project that is closely related to his job. He well
study the problem and submit the written recommendations upon it. It will not
only only provide the trainee a valuable experience in tackling the problem but
would also have the other values of educating the trainees about t importance of
t problem but would also have the other values of educating the trainees about
the importance of the problem and to understand the organisational relationship
of the problem with different angles. Thus the trainee acquires knowledge of the
assigned task and learns to work with other s having different view points.

(e) Committee Assignments: This system is similar to special project. Under this
system an adhoc committee is constituted and is assigned a subject related to
the business to discuss and make recommendations. The committee will study
the problem, discuss it and submit to be report containing the various
suggestions and recommendations to the departmental manager. With a view to
avoid the unnecessary hardships in studying the problem, the members of the
committee should be selected from different departments, having specialised
knowledge in different fields but connecting to the problem.

Q 5 . State the provisions of the Factories Act 1948 with regard to health & safety
of workers ?

Answer:

The Factories Act is the principal legislation, which governs the health, safety,
and welfare of workers in factories. The Act extends to the whole of India.
Mines and Railways workers are not included as they are covered by separate
Acts. The new Act addressed the issues of safety, health, and welfare. Many
amendments were aimed to keep the Act in tune with the developments in
the field of health and safety. However, it was not until 1987 that the
elements of occupational health and safety, and prevention and protection of
workers employed in hazardous process, got truly incorporated in the Act.

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• A factory under the Act is defined as a place using power, employs 10 or
more workers, or 20 or more workers without power or were working any day
of the preceding 12 months. However, under section 85, the state
governments are empowered to extend the provisions of the Act to factories
employing fewer workers also. This section has been used to extend the
coverage of the Act to workplaces like power looms, rice mills, flour mills, oil
mills, saw mills, pesticide formulating units and other chemical units where
hazards to health are considered to put workers at risk.

• Electronic Data Processing Unit or a Computer Unit is installed in any


premises or part thereof, shall not be construed to make it a factory if no
manufacturing process is being carried on in such premises.

―Occupier‖ of a factory means the person who has ultimate control over the
affair of the factory.

• The Act does not permit the employment of women and young in a dangerous
process or operation. Children are defined, ―who have not attained an age of
15 years‖, are not permitted to be hired (Sec. 2, 67) and need to have
medical fitness certificates if he/she is has to work and age is not confirmed
(Sec 69).

• Section 11 to 20 deal with provision of environmental sanitation that protect


the worker from hazardous environment. Cleanliness of the working place,
privy, benches, stairs, wall etc. are explained (Sec. 11). Disposal of wastes
and effluents should be without any risk (sec. 12). Ventilation, temperature
inside factory, dust and fumes emission, lighting, artificial humidification,
overcrowding (minimum of 50 cubic metres per person) are specified (Secs.
13-17). There should be a provision for sae and cool drinking water and
provision of water in the latrine and urinal. One latrine for 25 female workers
but one for 25 male workers up to 100 and one for 50 thereafter. One urinal
for 50 person up to 500 men and after that one for every 100 more.

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• Safety measures like fencing of machines, protection of eyes by use of
goggles, precautions against fire, dangerous fumes, etc. are defined (Secs
21-40).

• Facilities for washing, and sitting, canteens, creche (one for more than 30
women) and first aid appliances are provided (Secs. 42-48). One Welfare
Officer for 500 or more workers is suggested (Sec. 49).

• There is provision for one weekly holiday, and not more than 48 hours in a
week an adult worker should work. There is at least half an hour rest after a
stretch of 5 hours of continuous work. No women should be employed
between 7 p.m. and 6 a.m. (Secs. 51-66). No person less than 14 years of
age should work in the factory. No child should work more than 4 hours a day
and should not work in the night between 10 p.m. to 6 a.m. One full wage
leave should be given to an adult worker for every 20 days of work and one
for every 15 days to the child worker. 12 weeks of maternity leave should be
given to a woman.

• If an accident occurs in any factory causing death or bodily injury or prevents


a worker from working for more than 48 hours, the manager must
immediately send notice to the prescribed authority (i.e. Labour
commissioner).

• Following are the Notifiable Diseases:

1. Lead poisoning or its sequelae


2. Lead tetra-ethyl poisoning or its sequelae
3. Phosphorus poisoning or its sequelae
4. Mercury poisoning or its sequelae
5. Manganese poisoning or its sequelae
6. Arsenic poisoning or its sequelae

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7. Poisoning by nitrous fumes
8. Carbon bisulphite poisoning
9. Benzene and its derivatives poisoning or its sequelae
10. Chrome ulceration or its sequelae
11. Anthax
12. Silicosis
13. Poisoning by halogens or its derivatives of hydrocarbons
14. Pathological manifestation due to radium, radioactive substances, or X-
rays
15. Primary epitheliomatous cancer of the skin
16. Toxic anemia
17. Toxic jaundice due to poisonous substances
18. Oil acne or dermatitis due to mineral oil or its derivatives in any form
19. Byssinosis
20. Asbestosis
21. Occupational or contact dermatitis caused by direct contact with chemical
or paints. It could be primary irritants or allergic sensitisers.
22. Noise induced hearing loss
23. Beryllium poisoning
24. Carbon monoxide
25. Coal miner‘s pneumoconiosis
26. Phasgene poisoning
27. Occupational cancers
28. Isocyanates piosoning
29. Toxic nepharitis

these diseases were inseted by act 20 of 1987.

• However, the Act do not have provision for some important places of work
like hospitals, fire stations, and other where serious health and safety risks
may exist.

• The process of automation and the industrial revolution heralded by


microelectronics which has resulted in computer based production methods,
increasing use of robots, lasers, and new welding technologies have totally
transformed the workplace. Consequent upon this change, the role of labour

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inspection has also changed and needs reorientation. Inspectors need
additional skills and expertise and a new approach when assessing and
evaluating workplace hazards. This has not happened in India. The increasing
complexity of workplace and transfer of technologies due to a burst in
economic activities requires that inspectors should possess reasonable
amount of knowledge of occupational safety and health. Many new chemicals
and processes which could be hazardous like garment manufacturing, and
colouring, ergonomic problems, should be included in notifiable diseases.

• It is more logical to notify the hazards exposure rather than diseases. From
same exposure one can have many diseases or health effects. There is a
difficulty of making diagnosis of occupational diseases because of non-
availability of skilled manpowers and laboratories in the country

Q 6 What are the causes of employee grievances suggest various ways to over
come grievance among the employees?

Ans:

Introduction

Causes of Employee Grievances

Effects of Grievance

Grievance procedures

Steps to Handle Grievances

Relevant Legislation

Model Grievance Procedure

GRIEVANCE AND GRIEVANCE RESOLUTION

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Grievance is Defined as ―Cause for Complaint orAnnoyance‖.

A grievance occurs when an individual thinks that he is beingwrongly treated by his


colleagues or supervisor; perhaps he orshe is being picked on, unfairly appraised in
his annual report,unfairlyblocked for promotion or discriminated against ongrounds
of race or sex.

An employee grievance is an indication of his discontent ordissatisfaction. It may be


expressed by him or he may not communicate it. It can be real or imaginary,
legitimate orridiculous, stated or unvoiced, written or oral. It must,however, find
expression in some form or the other.

Dissatisfaction or discontent per se is not a grievance. Theyinitially find expression


in the form of a complaint. When acomplaint remains unattended and the employee
concernedfeels a sense of lace of justice and fair play, the dissatisfactiongrows and
assumes the status of a grievance.

When an individual has a grievance he should be able to pursueit and ask to have
the problem resolved. Some grievancesshould be capable of solution informally by
the individual‘s

manager. However, if an informal solution is not possible,there should be a formal


grievance procedure.

Dissatisfaction : maybe defined as anything that disturbs anemployee, whether or


nor such unrest is expressed in word e.g.engineers and technicians may be upset
because they aresuddenly instructed to observe regular hours.

Complaint: It is a spoken or written dissatisfaction, brought tothe attention of the


supervisor and the union leader. Thecomplaint may or may not specially assign a
cause for dissatisfactione.g. ―four times this morning I have had to chase
aroundlooking for the pliers‖.

Grievance: It is simply a complaint which has been formallypresented in writing, to


a management representative or a unionofficial. But for the mo st people, the word

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―grievance‖suggests a complaint that has been ignored, overridden ordismissed
without due consideration.

―ILO defines a grievance as a complaint of one or more workers

related to:

 wages and allowance

 conditions of work

 Interpretation of service conditions covering such as OT,Leave, Transfer,


Promotion, Seniority, Job Assignment &

Termination of Service‖.

The National Commission on Labor Observed that ―Complaints

affecting one or more individual workers in respect of

their workers in respect of their·Wage payments, OT, Leave, Transfer Promotion,


Seniority,Work Assignment & Discharges Constitute Grievances‖.

Causes of Employee Grievances

· Amenities

· Promotions

· Continuity of Service

· Fine

· Nature of Job

· Compensation

· Payments

· Continuity of work

· Safety Environment

· Disciplinary action

· Super Annuation

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· Transfers

· Victimization

Confession is good for the soul but bad

for your career.

Effects of Grievance

· Frustration

· Alienation

· De-motivation

· Slackness

· Low Productivity

· Increase in Wastage & Costs

· Absenteeism

· In discipline

· Labour unrest

· Increase in employee

Grievance procedures

· Formal grievance procedures, like disciplinary procedures,should be set out in


writing and made available to all staff.

These procedures should do the following things.

· (a) State what grades of employee are entitled to pursue aparticular type of
grievance.

· (b) State the rights of the employee for each type ofgrievance. For example, an
employee who is not invited to attend a promotion/selection panel might claim that

105
he has been unfairly passed over. The grievance procedure must state what the
individual would be entitled to claim.

In our example, the employee who is overlooked forpromotion might be entitled to


a review of his annual appraisal report, or to attend a special appeals promotion/

selection board if he has been in his current grade for atleast a certain number of
years.

(c) State what the procedures for pursuing a grievance should be.

Step 1. The individual should discuss the grievance with a staff/union


representative (or a colleague). If his case seems a goodone, he should take the
grievance to his immediate boss.

Step 2. The first interview will be between the immediate boss(unless he is the
subject of the complaint, in which case it willbe the next level up) and the
employee; who has the right to beaccompanied by a colleague or representative.

Step 3. If the immediate boss cannot resolve the matter, or theemployee is


otherwise dissatisfied with the first interview, thecase should be referred to his own
superior (and if necessary insome cases, to an even higher authority).

Step 4. Cases referred to a higher manager should also be reported to the


personnel department. Line management mightdecide at some stage to ask for the
assistance/advice of apersonnel manager in resolving the problem.

(d) Distinguish between individual grievances and.collective grievances. Collective


grievances might occurwhen a work group as a whole considers that it is being
badlytreated.

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(e) Allow for the involvement of an individual‘s or group‘s trade union or staff
association representative. Indeed, many individuals and groups might prefer to
initiate some grievance procedures through their union or association rather than

through official grievance procedures. Involvement of a union representative from


the beginning should mean that management and union will have a common view
of what procedures should be taken to resolve the matter.

(f) State time limits for initiating certain grievance procedures and subsequent
stages of them. For example, a person who is passed over for promotion should be
required to make his appeal within a certain time period of his review, and his
appeal to higher authority (if any) within a given period after the first grievance
interview. There should also be timescales for management to determine and
communicate the outcome of the complaint to the employee.

(g) Require written records of all meetings concerned with the case to be made and
distributed to all the participants.

Steps to Handle Grievances

1. Let the Employee Talk

· Put the employee at ease

· Listen him in private

· Listen with sincere interest

· Do not argue

· Probe for the real grievance

· Get all the details

· Check the employees story

· Take notes

· Repeat the grievance in your own words.

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· Tell the employee when he will get an answer.

2. Check the Facts

· Consult others

· Refer to the written policy

· Consider the employee‘s view point

· Look at the employee‘s record

3. Telling the Employee

· Be willing to admit mistake

· Give the benefit of doubt

· If the employee‘s grievance id unfounded explain

· Keep your cool

· Prepare the case for appeal.

4. Follow Through

· Take prompt action to correct the cause of the grievance

· Check with employer

· Don‘t let it happen twice.

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