Академический Документы
Профессиональный Документы
Культура Документы
EMPLOYEE TRAINING
Job Requirements
Technological changes
Organizational viability
Internal mobility
Importance of training
Higher productivity
Cost reduction
Reduce accidents
High morale
Better satisfaction
Personal growth
Types of Training
Orientation Training
Job Training
Safety training
Promotional training
Refresher training
Remedial Training
A Systematic Approach to
Training
Identify Training Needs
Present Job Desired
Performance Gap Performance
Presentation
Performance Tryout
Follow-up
Conducting the Training
(Methods and techniques of
Training)
Under Study
Position Rotation
Project Assignment
Committees
Multiple Management
Selected Readings
Off – the – Job Techniques
Lectures
Case Studies
Group Discussion
Conferences
Role Play
Management Games
In Basket Exercise
Sensitivity Training
Program Instructions
Principles of Executive
Development
Top Management should accept responsibility for
executive development.
Every Manager must accept direct responsibility for
developing the executives under his control on the
job.
Executive developing program must be geared to
the needs of the company and individual.
It should begin with the selection of the right man for
the executive position.
A realistic time schedule should be there.
Learners participation is essential.
Feedback should be made available to the learner.
Human Resource Development
Individual Organizational
Development Development
Plans Plans
Organizational Effectiveness
HRD in Indian Industry
Private Sectors
L&T
Asian Paints
Voltas etc
Public Sectors
BHEL
SBI
Indian Oil etc
Career Planning
and
Manpower Planning
Career Planning
and
Succession Planning
Succession Planning
Career Goal
Career Path
Career Progression
Career Counseling
Mentoring
Objectives of Career Planning
To attract and retain right type of persons in
the organization
To map out careers of employees suitable to
their abilities and willingness
To provide guidance and encouraging
employees to fulfill their potentials
To achieve higher productivity and
organizational development
Process of Career Planning
Clear Goals
Proper Selection
Internal Publicity
Continuity
Career Development
Career Opportunities
Need-Opportunity Alignment
Individualized Techniques
Performance Appraisal
MBO
Career Counseling
Communicating standards
Measuring Performance
Discussing Results
Standardization
Training
Job Relatedness
Documentation
Individual Differences
Traditional
Methods
Modern Methods
Traditional Methods
Confidential Report
Free form of Essay
Straight Ranking
Paired Comparison
Forced Distribution
Graphic Rating scales
Checklist Method
Critical Incidents
Group Appraisal
Field Review
Modern Methods
Assessment centers
Human Resource Accounting
IdentifyCritical Incidents
Select Performance Dimensions
Performance Review
Feedback
360 Degree Appraisal
Superior
Subordinate
Job Change
To ensure discipline
Transfer
To provide relief
To punish employee
Types of Transfers
Production Transfers
Replacement Transfers
Versatility Transfers
Remedial Transfers
Shift Transfers
Promotion
Seniority Bases
Merit Bases
Seniority-cum-Merit Bases
Demotion
Technological changes
Disciplinary measures
Separation
Resignation
Retirement
Layoff
Retrenchment
Dismissal
Retirement
Compulsory Retirement
Premature Retirement
Voluntary retirement
Outplacement
ACCESSION/ SEPERATION/
ADDITION TERMINATION
VOLUNTARY INVOLUNTARY
MEASUREMENT OF LABOR TURNOVER
LABOR TURNOVER
AVOIDABLE UNAVOIDABLE
• INCOMPETENCE •SICKNESS
• LAZINESS •ACCIDENTS
• DESIRE FOR A
JOB NEAR BY HOME
EMPLOYER ORIENTED CAUSES
AVOIDABLE UNAVOIDABLE
•POOR MANPOWER
PLANNING
•LACK OF PROMOTION
POLICY •STAGNATIONS
•UNFAIR
SUPERVISION
Effects of Labor Turnover
Cost to Employer
Cost to Employees
Compensation Management
Compensation Management
Incentives
To improve productivity
To control cost
Built-in incentives
increments
Factors affecting the wages
Demand for and supply of labor
Ability to pay
Labor unions
Cost of living
Job requirements
Productivity
State Regulation
Methods of Wage Payment
Time wage system
Piece wage system
Wage survey
Employee appraisal
Basic Wage
Minimum wage
Fair wage
living wage
State regulation of wages
The Minimum Wages Act, 1948
The Payment of Wages Act, 1936
The Equal Remuneration Act, 1976
Section 529-A of the Companies Act, 1956
The Industrial Dispute Act, 1947
Wage Boards (an impartial Chairmen, two
independent members,2 or 3 representative members of
workers & employer each)
Pay Commissions
Fringe Benefits
Retirement Benefits
Paid holidays
Wage Incentives
T= Time taken
S= Standard Time
R= Rate of Wage
P= Bounce(50%)
Rowan Plan
[
Total Wages (W) = T x R+ T x R x Time saved
Standard Time
]
Emerson Efficiency Plan
Job
Significance,
challenges Involvement
Job satisfaction
Low absenteeism Productivity
Low turnover
Personality Traits
Sense of
Competence
Need Patterns
Work ethic
Measurement of QWL
Job involvement
Job Satisfaction
Sense of competence
Job performance
productivity
Dimensions of QWL
Adequate and fair compensation
Safe and Health working conditions
Opportunity to use and develop human capacities
Opportunity for career growth
Social integration in work force
Constitutionalisation in the work organization
Work and personal life
Social relevance of works.
Principles of QWL
Participative management
Job security
Administrative justice