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WPM - DEFINITION
The participation resulting from practices which increase the scope for employees share of influence in decision-making at different tiers of organizational hierarchy with concomitant assumption of responsibility
International Institute of Labour Studies
Informative participation : sharing of information with workers regarding economic position of the firm, state of the market, production and sales programme, work methods, balance sheets, expansion plans etc. here the workers dont have the right to scrutinize the information provided by management
Decisive participation: this is the highest form of participation where decisions are taken jointly on matters relating to production, safety, welfare
FORMS OF WPM
Works Committee Joint Management Councils Joint Councils Shop Councils Unit Councils
WORK COMMITTEES
The Industrial Disputes Act, 1949 provides for the setting up of Work Committee Every undertaking employing 100 or more workmen The aim is to promote measures for maintaining harmonious relations in the work place and to sort out differences of opinion in respect of matters of common interest to employers and employees
WORK COMMITTEES
WORK COMMITTEES
Structure: president, vice president, a secretary and a joint secretary President is a nominee of the employer and the VP is a representative of the workers The tenure of these bodies is two years The total strength should not exceed 20
QUALITY CIRCLES
Pioneered by Japanese. Japanese nomenclature: Quality Control Circles (QCC), generally now known as Quality Circles (QC) or some call it as Small Group Activity (SGA). 1962: First QC Circle was registered with QC Circle Head Quarters in Japan. 1974: Lockheed Company, USA started Quality Circle movement. 1977: International Association of Quality Circles (IAQC) was formed in USA. 1980: BHEL, Hyderabad first in India to start Quality Circles. 1982: Quality Circle Forum of India (QCFI) was founded.
QUALITY CIRCLES
A quality circle is a small group of employees who meet periodically to identify, analyze and solve quality and other work related problems in their area The ideal size of the group is six to eight members
FEATURES - QC
Voluntary group Manageable size Regular meetings Own agenda Exclusive focus on quality
OBJECTIVES - QC
To improve quality of service/product To meet the psychological needs of workers To utilize human talents, skills and knowledge relating to a work area To improve the quality of work life To promote better understanding and thereby create cordial industrial relations
QC STRUCTURE
STEERING COMMITTE E
FACILITAT OR
QC LEADER QC MEMBERS QC LEADER QC MEMBERS QC LEADER QC MEMBERS
FACILITAT OR
QC LEADER QC MEMBERS QC LEADER QC MEMBERS QC LEADER QC MEMBERS
QC STRUCTURE
QC STRUCTURE
QC STRUCTURE
Facilitator : the facilitator is an important person
between the quality circle and the steering committee. He would act as a consultant and guide to the QC leaders Initiate the setting up of QCs by persuading the supervisor, by teaching and training the QC leaders and members Provide feedback to the steering committee about the proceedings and results of the QC Act as an evaluator and reviewer of QC operations and programmes
QC STRUCTURE
unions into confidence before introducing QCs When unions were ignored, they have often tried to interfere, actively dissuading members from giving of their best to the movement
QC members were not able to make convincing presentations supported by concrete, viable solutions before the audience In the absence of concrete evidence of success through QCs management lost interest and failed to extend support
Strategic Partner
In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organizationwide business plan and objectives.
Employee Advocate
As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well.
Change Champion
Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. . He also sponsors change in other departments and in work practices.
REFERENCE
VSP Rao, (2005), Human Resource Management : Text and Cases, New Delhi: Excel Books P Subba Rao, (1996), Essentials of Human Resource Management and Industrial Relations, Mumbai: Himalaya Publishing House VSP Rao & V Hari Krishna, (2002), Management Text and Cases, New Delhi: Excel Books WWW.GOOGLE.COM
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