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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:
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.
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.
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?
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)
a basic introduction to the company, and how the particular department fits in
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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.
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
choice of occupation;
job search;
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Career Planning answers questions such as,
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.
Self-assessment
This phase can answer such questions as What do I like doing? What are my skills
and abilities?
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.
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.
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.
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.
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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:
Feedback to the employee regarding how the organization viewed the employee's
performance
Information upon which work scheduling plans, budgeting, and human resources
planning can be used
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To provide a format enabling the supervisor to recommend a specific program
design to help an employee improve performance.
Salary Administration
Performance Feedback
Determination of Promotion
Q8. List some of the issues that come under collective bargaining ?
Answer:
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.
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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.
not only involves the bargaining agreement, but also involves the
implementation of such an agreement.
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.
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Given below is a partial indicative list of situations that call for counseling from a
superior to his subordinate:
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.
Given below is a partial indicative list of situations which do not call for counseling:
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.
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.
Reflect back, summarize and paraphrase so that the understanding is correct and
complete.
Structure
Respond
Reflect
Question
Interpret
Limitations/Constraints in Counseling
Person being counselled may not have trust in his counselor (normally, his
superior) or the organization.
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Organization's constraints on using it's resources, time and efforts.
Benefits of Counseling
Prepares the person to cope with the situation and the related stresses
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
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.
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:
example, societies may pass laws that limit human resource decisions.
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service must be appropriate for the organisation it serves.
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:
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.
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?
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.
2) Assess current practices against the criterion that you have established
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
__To clarify desired practices of HR work and roles within the organization (HR
Department, Line Managers).
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The Audit Process
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.
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:
__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.
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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.
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.
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.
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:
__Succession/replacement planning
__Business results
Summary
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.
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.
(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.
―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).
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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.
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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
• 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.
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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
Effects of Grievance
Grievance procedures
Relevant Legislation
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Grievance is Defined as ―Cause for Complaint orAnnoyance‖.
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
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―grievance‖suggests a complaint that has been ignored, overridden ordismissed
without due consideration.
related to:
conditions of work
Termination of Service‖.
· 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
Effects of Grievance
· Frustration
· Alienation
· De-motivation
· Slackness
· Low Productivity
· Absenteeism
· In discipline
· Labour unrest
· Increase in employee
Grievance procedures
· (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.
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 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.
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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
(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.
· Do not argue
· Take notes
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· Tell the employee when he will get an answer.
· Consult others
4. Follow Through
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