Human resource management ..for quick reference

8/14/2019 Human resource management ..for quick reference

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HRM OBJECTIVESHRM OBJECTIVESHrm Objectives supporting functionsHrm Objectives supporting functions

1Societal objectives legal compliance1Societal objectives legal compliancebenefitsbenefits

union mgt relationunion mgt relation

2org objectives HRP2org objectives HRP

Employee relationsEmployee relations

selectionselectiontraining & developmenttraining & development

appraisalappraisal

placement & assessmentplacement & assessment

3functional objectives appraisal ,placement3functional objectives appraisal ,placement

assessmentassessment


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Personal objectives T & DPersonal objectives T & D

appraisalappraisal

placementplacement

compensationcompensation

assessmentassessment

Societal objectivesSocietal objectives -to be ethically & socially responsible to the-to be ethically & socially responsible to theneeds & challenges of the society .For eg failure of org to useneeds & challenges of the society .For eg failure of org to usetheir resources for the societies benefit in ethical way may lead totheir resources for the societies benefit in ethical way may lead torestriction.restriction.

Org objectivesOrg objectives its nothing but the HRM dept exist to assist to serveits nothing but the HRM dept exist to assist to servethe rest of the depts. in an org which in turn will assist the org inthe rest of the depts. in an org which in turn will assist the org inattaining its primary /common objective.attaining its primary /common objective.

Functional objectivesFunctional objectivesThe HR depts level of service must beThe HR depts level of service must betailored to fit the org it serves. Resources are wasted when HRMtailored to fit the org it serves. Resources are wasted when HRMis either more or less sophisticated to suite orgs demand. It has tois either more or less sophisticated to suite orgs demand. It has to

serve the function for which it has been formed.serve the function for which it has been formed.Personal objectives Personal objectives to assist the employee in achieving theirto assist the employee in achieving their

personal goals at least in so far as these goals enhance thepersonal goals at least in so far as these goals enhance theindividual s contribution to the org.individual s contribution to the org.


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Composition /structure of HR/Personnel DeptComposition /structure of HR/Personnel Dept

owner/directorowner/director

Mgr personnel Mgr administration Mgr HRDMgr personnel Mgr administration Mgr HRDMgr IRMgr IR

Appraisal T &Appraisal T &

DD

PR Canteen medical welfare transport legalPR Canteen medical welfare transport legal

HRP Hiring Grievance handling compensationHRP Hiring Grievance handling compensation


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Human Resource Planning (supply forecasting)Human Resource Planning (supply forecasting)

Wastage AnalysisWastage Analysis-- Manpower wastage is an element of labor turn over. Tavis stock institute ofManpower wastage is an element of labor turn over. Tavis stock institute ofhuman relations ,UK, suggested, wastage analysis using a curve.human relations ,UK, suggested, wastage analysis using a curve.

The curve identifies 3 different phases,The curve identifies 3 different phases, InductionInductionphase

phase marginal employees leave.marginal employees leave. DifferentiaDifferentiall transittransitan employee learns abt the org & identifies his rolean employee learns abt the org & identifies his role

in it.in it. Settled connectionSettled connection an employees settles downan employees settles down

& plans to stay long. According to this analysis& plans to stay long. According to this analysis

wastage decreases with the increase of length ofwastage decreases with the increase of length ofservice &it also decreases with the increased skillservice &it also decreases with the increased skill

exercise & age of employees.exercise & age of employees.


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induction crisisinduction crisis

Levers differential transitLevers differential transit

settled connectionsettled connection

weeks time months/yearsweeks time months/years


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Employee Remuneration Theories/Wage TheoriesEmployee Remuneration Theories/Wage Theories

Reinforcement and Expectancy TheoryReinforcement and Expectancy Theory

--Reinforcement theoryReinforcement theory - states that high employee performance- states that high employee performancefollowed by a monetary reward will make future employeefollowed by a monetary reward will make future employeeperformance more likely. By the same token , a high performanceperformance more likely. By the same token , a high performancenot followed by a reward will make its recurrence unlikely in future.not followed by a reward will make its recurrence unlikely in future.In short it shows the link between a particular behavior &In short it shows the link between a particular behavior &

remuneration.remuneration.

--Vrooms Expectancy TheoryVrooms Expectancy Theory There are 4 important elementsThere are 4 important elementsbeing explained in this theorybeing explained in this theory

11 First level & second level outcomeFirst level & second level outcome Performance achieved asPerformance achieved as

a result of efforts is the first level outcome. Second level outcomesa result of efforts is the first level outcome. Second level outcomesare the rewards associated with performanceare the rewards associated with performance


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22ExpectencyExpectencyThe belief that a particular level of effort will beThe belief that a particular level of effort will befollowed by a particular level of effort will be followed by afollowed by a particular level of effort will be followed by aparticular level of performance.particular level of performance.

33InstrumentalityInstrumentality relation btw the performance & rewardsrelation btw the performance & rewards

44ValenceValence Individual [preference for a second level outcomeIndividual [preference for a second level outcomeValance range from negative to positive value.Valance range from negative to positive value.

Adams Equity Theory-Adams Equity Theory- states an employee who perceivesstates an employee who perceivesinequity in his/her rewards seeks to restore equity. The theoryinequity in his/her rewards seeks to restore equity. The theoryemphasises,equity in pay structure of employee remuneration.emphasises,equity in pay structure of employee remuneration.

Agency Theory-Agency Theory-Employees & employers are the two mainEmployees & employers are the two mainstakeholders in the org.Employers assume the role of principals &stakeholders in the org.Employers assume the role of principals &employees play the role of agents .Wages paid to the employeesemployees play the role of agents .Wages paid to the employees

are considered as agency cost. The agency theory states that theare considered as agency cost. The agency theory states that theprincipal must choose a contracting scheme that helps align theprincipal must choose a contracting scheme that helps align theinterest of agents with the principals own interest. Theseinterest of agents with the principals own interest. Thesecontracts can be classified as eithercontracts can be classified as either behavior orientedbehavior oriented (merit(meritpay) andpay) and outcome orientedoutcome oriented ( stock option scheme, Profit sharing( stock option scheme, Profit sharingscheme & commissions)scheme & commissions)


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PromotionPromotion

PromotionPromotionmeans an improvement inmeans an improvement in

Pay, prestige, position & responsibilities of an employee with in his/ her orgPay, prestige, position & responsibilities of an employee with in his/ her org

Purpose of promotion-Purpose of promotion-

-to motivate-to motivate

-to attract & retain the services of qualified & competent people-to attract & retain the services of qualified & competent people

-increase the effectiveness of employees as well as the org-increase the effectiveness of employees as well as the org

-to fill up higher vacancies frm within org-to fill up higher vacancies frm within org

-To build loyalty, morale & a sense of belongingness in the employee-To build loyalty, morale & a sense of belongingness in the employee

-to impress upon others that opportunities are available to them too-to impress upon others that opportunities are available to them too

in the org if they perform well.in the org if they perform well.


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Principles of PromotionPrinciples of Promotion

--to fill up the position that is vacant- external/internal recruitmentto fill up the position that is vacant- external/internal recruitment

generally higher position external recruitmentgenerally higher position external recruitment

Lower position internal recruitmentLower position internal recruitment

-whether to go for merit based promotion or seniority based promotion-whether to go for merit based promotion or seniority based promotion

--Promotion based on seniorityPromotion based on seniority

MeritsMerits

Easy to administerEasy to administer

Less scope for subjectivity in fixing seniorityLess scope for subjectivity in fixing seniority Seniority & experience go hand in hand so it is right & proper to makeSeniority & experience go hand in hand so it is right & proper to make

promotion on this basispromotion on this basis

Subordinates are more comfortable in working under a asenior boss ratherSubordinates are more comfortable in working under a asenior boss ratherthan a young one with less experiencethan a young one with less experience

Loyalty is rewardedLoyalty is rewarded

DemeritsDemerits- Seniority is no indication of competenceSeniority is no indication of competence

- Young & competent people get frustrated & might leave the orgYoung & competent people get frustrated & might leave the org


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- In spite of judicial pronouncement , there is no single criterion for fixing theIn spite of judicial pronouncement , there is no single criterion for fixing theseniority of an employeeseniority of an employee

Merit based promotionMerit based promotion

MeritsMerits

-efficiency is encouraged , recognized & rewarded-efficiency is encouraged , recognized & rewarded

-competent people are retained because better prospects are open to them-competent people are retained because better prospects are open to them

-productivity increases-productivity increases

DemeritsDemerits

-discontentment amg senior employees-discontentment amg senior employees

-scope for favoritism-scope for favoritism-Loyalty & length of service not rewarded-Loyalty & length of service not rewarded

-opposition from union leaders-opposition from union leaders

To conclude , the promotion policy of merit or seniority promotion of a particularTo conclude , the promotion policy of merit or seniority promotion of a particular

org depends upon the presence of union to an extent & the type of orgorg depends upon the presence of union to an extent & the type of org

Promotion against vacancies & non vacanciesPromotion against vacancies & non vacancies

A good promotion chartA good promotion chart Avoid frequent promotion not good for both employer & employee.Avoid frequent promotion not good for both employer & employee.


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A promotion should be preceded by a job analysis & performanceA promotion should be preceded by a job analysis & performance

appraisalappraisal

Consultation with labour unionConsultation with labour union

If promotion based on merit adequate info regarding the post vacantIf promotion based on merit adequate info regarding the post vacant

should be displayed at several places to enable interested parties toshould be displayed at several places to enable interested parties to

apply for the same.apply for the same.


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Types of PromotionTypes of Promotion

Horizontal Promotion-Horizontal Promotion- increase in responsibilities, pay & changes inincrease in responsibilities, pay & changes indesignation with in same job family largely Ii the form of job enlargement &designation with in same job family largely Ii the form of job enlargement &enrichment in for egenrichment in for eg

Vertical Promotion-Vertical Promotion- greater responsibilities, prestige ,pay with a significantgreater responsibilities, prestige ,pay with a significantchange in in the work content/ change in the nature of job.For egchange in in the work content/ change in the nature of job.For eg

Dry Promotion-Dry Promotion- Under this promotion, the employee is moved to theUnder this promotion, the employee is moved to thenext higher level in the org hierarchy with greater responsibilitynext higher level in the org hierarchy with greater responsibility

authority & status with out any increase in salary. The promotee mayauthority & status with out any increase in salary. The promotee may

be given one/two annual increments.be given one/two annual increments.


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TransfersTransfers

Transfer- iTransfer- involves a change in the job (not necessarily)nvolves a change in the job (not necessarily)accompanied by a change in the place with out any changeaccompanied by a change in the place with out any change

in position, pay responsibilities. Transfers are frequent butin position, pay responsibilities. Transfers are frequent butnot promotionsnot promotions

Reasons for transfer-Reasons for transfer-

--transfers are mainly done for reducing the imbalance OFtransfers are mainly done for reducing the imbalance OF

OVERSTAFFING frm surplus dept to other dept with in the org orOVERSTAFFING frm surplus dept to other dept with in the org or

frm the org to any of its sister concerns were there is a shortagefrm the org to any of its sister concerns were there is a shortage

-TO REMOVE INCOMPATIBILITY BTW THE WORKER & THE BOOSS OR-TO REMOVE INCOMPATIBILITY BTW THE WORKER & THE BOOSS OR

BTW ONE Worker & OTHER WORKERBTW ONE Worker & OTHER WORKER

-correction of faulty initial placement of any employee-correction of faulty initial placement of any employee

-a change has taken place in the interest 7 capacities of an-a change has taken place in the interest 7 capacities of an

employee necessitating his/her transferemployee necessitating his/her transfer

-to overcome monotony-to overcome monotony

-may be due to employees ill health-may be due to employees ill health

-family related problems-family related problems


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Principles of TransferPrinciples of Transfer

--the frequency of transfer & the minimum period betweenthe frequency of transfer & the minimum period betweentransfer should be made kniow to all employeestransfer should be made kniow to all employees

- The authority which would handle transfer should be decidedThe authority which would handle transfer should be decideduponupon

- -the criteria for entertaining transfer need to be laid down &-the criteria for entertaining transfer need to be laid down &strictly adhered tostrictly adhered to

- The area of the org over which transfers can be made shouldThe area of the org over which transfers can be made shouldbe definedbe defined

- The effect of transfer on the pay & seniority of the transferredThe effect of transfer on the pay & seniority of the transferredemployee may be clearly evaluatedemployee may be clearly evaluated

- Transfers should indicate wethre its a permenant orTransfers should indicate wethre its a permenant ortemporary onetemporary one

- The performance f employee evaluated b4 transfering him & aThe performance f employee evaluated b4 transfering him & ajo analysis is to be carried out thoroughlyjo analysis is to be carried out thoroughly

- -the interest of org should not be forgetten while framming-the interest of org should not be forgetten while frammingtransfers.transfers.


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Types of TransferTypes of TransferProduction Transfer-Production Transfer- arises due to a surplus /shortage either witharises due to a surplus /shortage either with

in the org or with in different plants of the org due to changes inin the org or with in different plants of the org due to changes in

productionproduction

Replacement transferReplacement transfer junior employee may be replaced by a junior employee may be replaced by a

senior employee to avoid layoff of the latter. A replacementsenior employee to avoid layoff of the latter. A replacement

transfer is used when all the operations are declining & istransfer is used when all the operations are declining & is

designed to retain long service employee as long as possible.designed to retain long service employee as long as possible.

Versatility transferVersatility transfer -are effected to make employee versatility &-are effected to make employee versatility &competent in more than one skill .For eg clerical employees in thecompetent in more than one skill .For eg clerical employees in the

bank.bank.

Shift Transfer-Shift Transfer- transfer of employee from one shift to anothertransfer of employee from one shift to another

shift .It will be either by rotation basis /demanded by theshift .It will be either by rotation basis /demanded by the

employee.employee.

Remedial Transfer/Personal transferRemedial Transfer/Personal transfer -it is initiated by the-it is initiated by the

employer. transfer initiated to correct the wrong placementsemployer. transfer initiated to correct the wrong placements


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DemotionDemotion

DemotionDemotion is the downward movement of an employee in the org hierarchyis the downward movement of an employee in the org hierarchywith lower status pay. It is a down grading process where the employeewith lower status pay. It is a down grading process where the employee

suffers considerable emotional & financial loss in the form of lower ranksuffers considerable emotional & financial loss in the form of lower rank,power & status, lower pay & poor working conditions.,power & status, lower pay & poor working conditions.

Causes of DemotionCauses of Demotion

-- When an employee is unable to meet the challenges posed by a newWhen an employee is unable to meet the challenges posed by a newjobjob

-due to adverse business condition,org may decide to lay off some &-due to adverse business condition,org may decide to lay off some &down grade others job.down grade others job.

-demotion may be used as a disciplinary tool-demotion may be used as a disciplinary tool..Demotion policiesDemotion policies

-specification of circumstances under which an employee will be-specification of circumstances under which an employee will bedemoteddemoted

-Specification of authority who is authorized & responsible to initiate a demotion-Specification of authority who is authorized & responsible to initiate a demotion

-specification of lines/ladders of demotion-specification of lines/ladders of demotion

-Specification of basis of demotion like length of service ,merit or both-Specification of basis of demotion like length of service ,merit or both

-It should provide for an open policy rather than an closed policy-It should provide for an open policy rather than an closed policy-It should contain clear cut norm s for judging merit & length of service-It should contain clear cut norm s for judging merit & length of service

-Specification pf provisions regarding placing demoted employees in their-Specification pf provisions regarding placing demoted employees in theiroriginal places if the normal conditions are restoredoriginal places if the normal conditions are restored

-Specification of nature of demotion whether it is permanent /temporary-Specification of nature of demotion whether it is permanent /temporary


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Employee Turn Over/Labour Turn Over (External mobility)Employee Turn Over/Labour Turn Over (External mobility)

Employee Turn over-Employee Turn over- Labor turnover is the rate of change in the working handsLabor turnover is the rate of change in the working handsof a particular organization during a given period. The rate of labor turn over isof a particular organization during a given period. The rate of labor turn over isexpressed in terms of accession & separation rate. Accession is addition to theexpressed in terms of accession & separation rate. Accession is addition to the

workforce while separation is deletion from the work force , for any of the reasonsworkforce while separation is deletion from the work force , for any of the reasonsmentioned below .The external mobility is computed as follows:mentioned below .The external mobility is computed as follows:

Accession RateAccession Rate -- Total Accession per yearTotal Accession per year * 100* 100

Avg # of employees per yearAvg # of employees per year

Separation rateSeparation rate -- Total separation per yearTotal separation per year * 100* 100

Avg # of employees per yearAvg # of employees per year

Composite rateComposite rate -- (Total accession per year +total separation per year )/2(Total accession per year +total separation per year )/2 * 100* 100

Avg # of employees for the yearAvg # of employees for the year

Causes of Employee TurnoverCauses of Employee Turnover

Initiated by employer/orgInitiated by employer/org

Lay off-Lay off- A temporary separation from the org, it may be for a definite period on theA temporary separation from the org, it may be for a definite period on theexpiry of which the employee will be recalled by the employer.expiry of which the employee will be recalled by the employer.


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Reasons for layoffReasons for layoff

--scarcity of resources like coal ,raw material, power etc.scarcity of resources like coal ,raw material, power etc.

-accumulation of stock-accumulation of stock

-breakdown of machinery-breakdown of machinery

For any other reasonsFor any other reasons

The employees are entitled for compensation for the period theyThe employees are entitled for compensation for the period they

are laid off. The compensation must be equal to half the normalare laid off. The compensation must be equal to half the normal

wages the employee would have earned if the employee had notwages the employee would have earned if the employee had not

been laid off.been laid off.Lay off could be based on merit or seniorityLay off could be based on merit or seniority

Recalling the employeesRecalling the employees

SenioritySeniority-the person with the longest service who had been laid off-the person with the longest service who had been laid off

should be called back first.should be called back first.

Merit-Merit- whose skill are very essential for the resumption of productionwhose skill are very essential for the resumption of productionwill be called back.will be called back.


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Dismissal- When the termination of employment is initiatedDismissal- When the termination of employment is initiated

by the employer, it is known as dismissal. The reasons forby the employer, it is known as dismissal. The reasons for

dismissal aredismissal are

-excessive absenteeism-excessive absenteeism

-serious misconduct-serious misconduct

-False statement of qualification at the time of employment-False statement of qualification at the time of employment

-Theft of companies properties-Theft of companies properties

DischargeDischarge


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RetrenchmentRetrenchmentIt refers to termination of the services of employees because of replacement of laborIt refers to termination of the services of employees because of replacement of labor

by machines, closure of dept due to continuing lack of demand for the productsby machines, closure of dept due to continuing lack of demand for the products

manufactured in that particular dept of the org. Retrenchment entitles themanufactured in that particular dept of the org. Retrenchment entitles the

employees to compensation which in terms of sec 25(f0 of the industrial disputeemployees to compensation which in terms of sec 25(f0 of the industrial disputeAct 1947 is equivalent to 15 days avg pay for every completed year of continuousAct 1947 is equivalent to 15 days avg pay for every completed year of continuous

service.service.

Difference btw lay off - lay offDifference btw lay off - lay offemployees will be recalled but in retrenchmentemployees will be recalled but in retrenchment

employer is sent home for good.employer is sent home for good.

DDifference btw dismissalifference btw dismissal due to misconduct of employee itself & only 2 or 3due to misconduct of employee itself & only 2 or 3

suffers from this aspect but in case of retrenchment a whole lot of employeessuffers from this aspect but in case of retrenchment a whole lot of employees

suffer a job loss due to various reasonssuffer a job loss due to various reasons


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Compulsory retirement-Compulsory retirement- a specific age limit fora specific age limit forretirement especially those who are working in govt orgretirement especially those who are working in govt org

Suspension -Suspension - due to misconduct of the employee thedue to misconduct of the employee theemployee will be suspended frm his job for a temporary timeemployee will be suspended frm his job for a temporary timeperiod. & will be called back after that specific period of debarmentperiod. & will be called back after that specific period of debarment

Initiated by employee/workerInitiated by employee/workerResignation-Resignation- An employee resigns when employeeAn employee resigns when employee

secures a better job elsewhere or due to personal reasonssecures a better job elsewhere or due to personal reasons

like marriage, ill health or for other reasons.like marriage, ill health or for other reasons.VRS/Golden hand shake planVRS/Golden hand shake planhandsomehandsome

compensation is paid to these who opt for this option.compensation is paid to these who opt for this option.

-painless & time saving method of trimming staff strength.-painless & time saving method of trimming staff strength.

-out unproductive older workers-out unproductive older workers

-no objection from union since it is initiated voluntarily by-no objection from union since it is initiated voluntarily byemployeeemployee

To conclude the experience of companies is that org have lostTo conclude the experience of companies is that org have lostcompetent people while incompetent employees have notcompetent people while incompetent employees have notopted for VRSopted for VRS


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Better opportunities existing in other similar orgBetter opportunities existing in other similar org peoplepeople

leave the org due to a better opportunity in the similar companyleave the org due to a better opportunity in the similar company

than the existing company is offering to the employeethan the existing company is offering to the employee

Lack of career growth in the existing orgLack of career growth in the existing org if the carrier growthif the carrier growthprovided y the existing employer is not good for the employee heprovided y the existing employer is not good for the employee he

may look on for a better opportunity.may look on for a better opportunity.

Other causes:Other causes:

DeathDeath which is inevitable beyond the control of the employer &which is inevitable beyond the control of the employer &employeeemployee


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SolutionsSolutions

-Redeployment-Redeployment when there is a problem of overstaffing thewhen there is a problem of overstaffing thecompany resort to lay off ,vrs etc to reduce the staff instead of going forcompany resort to lay off ,vrs etc to reduce the staff instead of going for

that the company can go for outplacement that is the redundantthat the company can go for outplacement that is the redundantemployees could offered jobs in other sister concern branches of theemployees could offered jobs in other sister concern branches of the

company were there is a a shortage of labor.company were there is a a shortage of labor.

TransferTransfer instead of cutting short the employees the company can go forinstead of cutting short the employees the company can go fora suitable transfer policy like by transferring employees frm surplus depta suitable transfer policy like by transferring employees frm surplus dept

or pants to those were they are having shortage of employeeor pants to those were they are having shortage of employee-Creation of adhoc-Creation of adhoc projectsprojects-if there is over staff in the org assign-if there is over staff in the org assign

them with new projects and keep them engaged instead of leading to athem with new projects and keep them engaged instead of leading to a

separation.separation.

--some employees leave the org due to stressful wok timings & lack of othersome employees leave the org due to stressful wok timings & lack of other

qualities present with in an org so the employee should be provided withqualities present with in an org so the employee should be provided withgoodgood quality of work lifequality of work life..


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-providing opportunities for self development-providing opportunities for self development

-maintaining sound industrial & human relation-maintaining sound industrial & human relation

-adopting effective technique of recruitment selection induction & placement,-adopting effective technique of recruitment selection induction & placement,

(right man at the right place)(right man at the right place)

-providing challenging work-providing challenging work

-Power to control by way of employee participation/empowerment-Power to control by way of employee participation/empowerment

-mgt should adopt good forecasting system at those areas of external-mgt should adopt good forecasting system at those areas of external

mobility.mobility.

-providing counseling for employees is a good tactic for reduction in employee-providing counseling for employees is a good tactic for reduction in employee

turnover by understanding the various problems confronted by theturnover by understanding the various problems confronted by the

employees & the org can form suitable ways & means to deal with thoseemployees & the org can form suitable ways & means to deal with those

problems & thus reduce the turn over.problems & thus reduce the turn over.

-A proper induction programme can reduce the employee turnover.-A proper induction programme can reduce the employee turnover.


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TelecommutingTelecommutinga work arrangements in which employees enjoy flexibility ina work arrangements in which employees enjoy flexibility in

working location &hoursworking location &hoursPotential BenefitsPotential Benefits

--a good opportuninity for mothers fathers with small children, thea good opportuninity for mothers fathers with small children, thedisabled & people living in remote areasdisabled & people living in remote areas

-minimizes daily commuting-minimizes daily commuting

-this technique helps in providing increased services & an-this technique helps in providing increased services & an

international reach especially those working in different timeinternational reach especially those working in different time

zones in different countries.zones in different countries.

-it provides employee flexibility-it provides employee flexibility

- Increases employee productivityIncreases employee productivity

- Reduces absenteeismReduces absenteeism- Reduces traffic congestionReduces traffic congestion

- Reduces pollutionReduces pollution


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DrawbacksDrawbacks

--distractions at homedistractions at home

-Fellow employees in the office some times resent home telecommuters-Fellow employees in the office some times resent home telecommuters

-there will e lack of loyalty-there will e lack of loyalty

-lose space in their home even converting a room in to a office space-lose space in their home even converting a room in to a office space

-The company face an increased risk of confidential data loss & risk to-The company face an increased risk of confidential data loss & risk to

data integrity resulting frm the increased geographical diversity ofdata integrity resulting frm the increased geographical diversity of

their network & the loss of direct corporate control over thetheir network & the loss of direct corporate control over thetelecommuters physical work environmenttelecommuters physical work environment

-drop in work productivity-drop in work productivity

-The feeling of alienation can be very difficult for the tele workers-The feeling of alienation can be very difficult for the tele workers

-Expensive as far as technologies are concerned & the equipment-Expensive as far as technologies are concerned & the equipment

-telecommuters lack the social community with coworkers-telecommuters lack the social community with coworkers-Training & development suitable for telecommuting work atmosphere-Training & development suitable for telecommuting work atmosphere

should be incorporated by the org.should be incorporated by the org.


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--companies going for telecommuting should take in to considerationcompanies going for telecommuting should take in to considerationspecific local legal issues, union issues, and most important thespecific local legal issues, union issues, and most important the

respective company rules & regulations of the company.respective company rules & regulations of the company.

-Difficulty in performance appraisal since the telecommuter is not-Difficulty in performance appraisal since the telecommuter is notpresent in the official location of work place the performancepresent in the official location of work place the performance

evaluation won be that perfect as compared to the traditionalevaluation won be that perfect as compared to the traditional

work performancework performance


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Employee welfareEmployee welfare

The approaches to labor welfare refer to the beliefs & attitudes held by agenciesThe approaches to labor welfare refer to the beliefs & attitudes held by agencies

which provide welfare facilities. Some agencies provide welfare facilitieswhich provide welfare facilities. Some agencies provide welfare facilities

inspired by religious faith, others as a philanthropic duty & the like.inspired by religious faith, others as a philanthropic duty & the like.

The various approaches to labor welfareThe various approaches to labor welfare

The policing theory of labor welfareThe policing theory of labor welfare -the employers have enough chances-the employers have enough chances

to exploit workers in an unfair manner. In short this approach gives theto exploit workers in an unfair manner. In short this approach gives the

state/legislation to act as a policeman & compels the mgr of industrialstate/legislation to act as a policeman & compels the mgr of industrial

establishments to provide welfare facilities & punishes the non complierestablishments to provide welfare facilities & punishes the non complier

The religion theory of labor welfareThe religion theory of labor welfare -consist of 2 aspects Investment-consist of 2 aspects Investment

aspect fruits of to days deed will be reaped tomorrow whether good/bad isaspect fruits of to days deed will be reaped tomorrow whether good/bad istherefore treated as an investment. Second aspect is atonement aspect-therefore treated as an investment. Second aspect is atonement aspect-

present disabilities of a person are the result of the sins committed by himpresent disabilities of a person are the result of the sins committed by him

previously. Employee should undertake to do good deeds now topreviously. Employee should undertake to do good deeds now to

atone/compensate for the employees sinsatone/compensate for the employees sins..


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The paternalistic theory of labor welfare-The paternalistic theory of labor welfare- The employer holsThe employer hols

the total industial estates & the profits accruing from them inthe total industial estates & the profits accruing from them in

trustMore or less employer act as a gurdian & the employees are liketrustMore or less employer act as a gurdian & the employees are like

minors & provide the required aminities to the employees.minors & provide the required aminities to the employees.

The placating theory of labor welfareThe placating theory of labor welfare By providng requiredBy providng requiredwelfare measure by the employer to the employees peace can bewelfare measure by the employer to the employees peace can be

bought among the workers.bought among the workers.

The Public Relation theory of labor welfare-The Public Relation theory of labor welfare- welfare activitieswelfare activities

are provided to create a good impression on the minds of theare provided to create a good impression on the minds of the

workers & the public particularly.workers & the public particularly.

The functional Theory of labor welfareThe functional Theory of labor welfare

The social theory of labor welfareThe social theory of labor welfare The social theory implies thatThe social theory implies that

a factory is morally bound to improve the conditions of the societya factory is morally bound to improve the conditions of the society

in addition to improving the conditions of its employees.in addition to improving the conditions of its employees.

The philanthropic Theory of labor welfare-itThe philanthropic Theory of labor welfare-it refers to therefers to the

provision of welfare provided by employer out of pity who wants toprovision of welfare provided by employer out of pity who wants toremove the disabilities of the worker.remove the disabilities of the worker.


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InductionInduction

Employee orientation /induction covers the followingEmployee orientation /induction covers the following

Organizational issuesOrganizational issues

History of employer /company probationaryHistory of employer /company probationary

periodperiod

Organization of the company product line/serviceOrganization of the company product line/service

providedprovided

Name & title of key executive over view of productionName & title of key executive over view of production

processprocess

Employees title & dept company policies & rulesEmployees title & dept company policies & rules

Layout of physical facilities disciplinary regulations,Layout of physical facilities disciplinary regulations,

employee hand bookemployee hand book

safety procedure &safety procedure &

enforcement.enforcement.


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Employee BenefitsEmployee BenefitsPay scale & pay days insurance benefitsPay scale & pay days insurance benefits

Vacations & holidays retirement programVacations & holidays retirement program

Rest breaks employer providedRest breaks employer provided

services to employeesservices to employees

Training & education benefits rehabilitation Training & education benefits rehabilitation

programmesprogrammes

counselingcounseling

IntroductionIntroduction

To supervisor to co worker To supervisor to co worker

To trainers to employee counse To trainers to employee counse


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Job dutiesJob duties Job location over view of job Job location over view of job

Job tasks job objectives Job tasks job objectives

Job safety requirements relationship to other Job safety requirements relationship to other

jobsjobs

Different types of induction programmesDifferent types of induction programmes

Formal & informalFormal & informal -formal one the mgt has a stuttered programme which-formal one the mgt has a stuttered programme whichis executed when new employees join the org.Informal one were new hireis executed when new employees join the org.Informal one were new hireare directly put on to work & they rare expected to acclimatize themselvesare directly put on to work & they rare expected to acclimatize themselveswith the work & the org.with the work & the org.

Individual /collective-Individual /collective-

Serial/disjunctiveSerial/disjunctive-when an experience employee inducts a new hire it is a-when an experience employee inducts a new hire it is aserial orientation. He act as tutor & model for the new hire. In case ofserial orientation. He act as tutor & model for the new hire. In case ofdisjunctivedisjunctive it is likely to produce more inventive & creative employeesit is likely to produce more inventive & creative employeesbecause the new hire is not burdened with tradition.because the new hire is not burdened with tradition.

Investiture/DivestitureInvestiture/Divestiture Investiture orientation the characteristic featureInvestiture orientation the characteristic featurethat a new hire have is not been modified he is been given the freedom tothat a new hire have is not been modified he is been given the freedom to

apply his own potential to the job he is been entrusted with. Where as inapply his own potential to the job he is been entrusted with. Where as indivestituredivestiture seeks to make minor modifications in the characteristic of newseeks to make minor modifications in the characteristic of newhire to seek a better fit btw new member & the org, though he /she hashire to seek a better fit btw new member & the org, though he /she hasbeen selected based on his /her potential for performance.been selected based on his /her potential for performance.


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An Induction modelAn Induction modelNew Employee: Mr Niraj Mital MBA HRMNew Employee: Mr Niraj Mital MBA HRM

Job title: HR ExecutiveJob title: HR Executive

Dept: HRDDept: HRD

Reporting Date: 1Reporting Date: 1stst june 1999 8.00 am report to Ms Roopa ,HRD Chiefjune 1999 8.00 am report to Ms Roopa ,HRD Chief

8.00am to 9.00 am:Miss Roopa will distribute brochures describing the8.00am to 9.00 am:Miss Roopa will distribute brochures describing the

orgs history ,produts, philosophy,. Review the orgs overall structure,orgs history ,produts, philosophy,. Review the orgs overall structure,

authority structure with in HR Dept, review HRM Policies & practicesauthority structure with in HR Dept, review HRM Policies & practices

9.30am to 10.30 am :Mr rao will discuss company benefits, new employee9.30am to 10.30 am :Mr rao will discuss company benefits, new employee

is require to fill out health ,tax & other relevant formsis require to fill out health ,tax & other relevant forms

10.30 m to 11.30 am:tour to main building & auxilary facilities with Miss10.30 m to 11.30 am:tour to main building & auxilary facilities with Miss

RoopaRoopa

11.30am to 12.30pm:lunch with HR mgr & Mis Roopa11.30am to 12.30pm:lunch with HR mgr & Mis Roopa

12.30 pm to 3.00pm:Mr swaraj will provide12.30 pm to 3.00pm:Mr swaraj will provide


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*a detailed tour of production ,marketing dept*a detailed tour of production ,marketing dept*Detailed discussion with chief executive HRM abt daily job routine*Detailed discussion with chief executive HRM abt daily job routine

& dept policies & rules, explain job expectations, introduce to his& dept policies & rules, explain job expectations, introduce to his

co workersco workers

3.00pm to 5 .00 pm3.00pm to 5 .00 pm :new employee on his own to familiarize:new employee on his own to familiarize

himself with his new job.himself with his new job.


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Steps in scientific selectionSteps in scientific selectiondevelopment basis for selectiondevelopment basis for selection

Job analysisJob analysis

ResumeResume

HRP written examinationHRP written examination

Preliminary interviewPreliminary interview

Recruitment business gameRecruitment business game

testtest

final interviewfinal interview

medical examinationmedical examination

reference checkreference check

line mgrs decisionline mgrs decision

Assess the fit btw the job job offerAssess the fit btw the job job offer

& the candidate& the candidate employmentemployment


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Business gamesBusiness games

--case studycase study

Role playRole play

In basket methodIn basket method

SensitivitySensitivity

SimulationsSimulations

Types of tests includeTypes of tests include

Aptitude testAptitude test--intelligence testintelligence test

-EQ-EQ

-Skill test-Skill test

-Mechanical aptitude-Mechanical aptitude

-Phychomotor test-Phychomotor test-Clerical aptitude test-Clerical aptitude test


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Achievement testAchievement test

--job knowledgejob knowledge-Work sample test-Work sample test

-Situational test-Situational test

-GD-GD

Personality testPersonality test

Objective testsObjective tests

Projective testProjective test

Interest testInterest test

Multi dimensional testingMulti dimensional testing


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Types of InterviewTypes of InterviewPreliminary interviewPreliminary interview

--informal ,unstructuredinformal ,unstructuredCore interviewCore interview

-background information-background information

-Core interview-Core interview

-job& probing-job& probing

-Stress interview-Stress interview

-Gd interview-Gd interview

-Formal & structured interview-Formal & structured interview

-panel interview-panel interview

-Depth interview-Depth interview


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Collective Bargaining in IndiaCollective Bargaining in India

EvolutionEvolution

InIn India CB came to occupy the centre stage only after 1900India CB came to occupy the centre stage only after 1900

In 1918 Gandhiji as the leader of Ahmedabad textile worker's advocated theIn 1918 Gandhiji as the leader of Ahmedabad textile worker's advocated the

resolution of conflict through CB agreementsresolution of conflict through CB agreements For another 10 years CB did not gain popularityFor another 10 years CB did not gain popularity

The legal steps take by govt after the second world war revived the interest inThe legal steps take by govt after the second world war revived the interest in

subject again. The legislative measure initiated included negotiation, conciliation,&subject again. The legislative measure initiated included negotiation, conciliation,&

arbitrationarbitration

Basic conflicting issues concerning wages & conditions of employment were solvedBasic conflicting issues concerning wages & conditions of employment were solved

voluntarilyvoluntarily

After the independence with the spread of trade unionism CB have become popularAfter the independence with the spread of trade unionism CB have become popular

In India the CB has taken place at 3 levels-plant level ,industry level & national level.In India the CB has taken place at 3 levels-plant level ,industry level & national level.


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At plant level& industry level it is evident from Ahmedabad TextileAt plant level& industry level it is evident from Ahmedabad Textileindustry, which was carried out at 2 levelsindustry, which was carried out at 2 levels

-Agreement btw mill owners Association & Textile labour association-Agreement btw mill owners Association & Textile labour association

-btw individual mill owner & Textile labour association-btw individual mill owner & Textile labour associationAt national level they are generally bipartite agreement btw mgt &At national level they are generally bipartite agreement btw mgt &

labour convened by govt of India. The Delhi Agreement 7 th feblabour convened by govt of India. The Delhi Agreement 7 th feb1951,The bonus Agreement for plantation workers 1956 are1951,The bonus Agreement for plantation workers 1956 areexamples for the sameexamples for the same

Current scenarioCurrent scenarioWhen compared to other industrialized counties CB has not made much headWhen compared to other industrialized counties CB has not made much head

away in India this is due to the following reasonsaway in India this is due to the following reasons

-Employers reluctance-Employers reluctance

-Weak unions-Weak unions

-Inadequate interventions-Inadequate interventions

-Politicization of unions-Politicization of unions-Failure of both parties to devote adequate time-Failure of both parties to devote adequate time

-Third party interventions-Third party interventions


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JOB CHANGEJOB CHANGE

A JOB CHANGE to a worker CAN TAKE PLACE IN 3 FORMSA JOB CHANGE to a worker CAN TAKE PLACE IN 3 FORMS

JOB ROTATIONJOB ROTATION

A SYSTEMATIC MOVEMENT OF WORKERS FRM ONE JOB TO ANOTHERA SYSTEMATIC MOVEMENT OF WORKERS FRM ONE JOB TO ANOTHER

JOBJOB

JOB ENRICHMENTJOB ENRICHMENT

Restructuring of a job to make it more interesting & stimulating thisRestructuring of a job to make it more interesting & stimulating this

concept developed by Herzberg.Job enrichment seeks toconcept developed by Herzberg.Job enrichment seeks to

improvement task efficiency & human satisfaction & to provideimprovement task efficiency & human satisfaction & to provide

greater scope for personal achievement & recognition, challenginggreater scope for personal achievement & recognition, challengingassignments & opportunities for individual advancement& growth.assignments & opportunities for individual advancement& growth.

JOB EnlargementJOB Enlargement is the horizontal regrouping of tasks & impliesis the horizontal regrouping of tasks & implies

mere addition of more functions & increase in the task variety.mere addition of more functions & increase in the task variety.

Outsourcing HR ActivitiesOutsourcing HR ActivitiesIncreasingly many large firms are getting their HR activities done byIncreasingly many large firms are getting their HR activities done by

outside suppliers & contractors.outside suppliers & contractors. Employee hiring, T&DEmployee hiring, T&D

,maintenance of statutory records are the usual functions,maintenance of statutory records are the usual functions

contracted out to outsiderscontracted out to outsiders


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Advantages of outsourcingAdvantages of outsourcing

-company can concentrate more on their core/strategic aspects-company can concentrate more on their core/strategic aspects

of the companyof the company

-to gain increased efficiency & better service in performance of-to gain increased efficiency & better service in performance offunctionsfunctions

-to get specialized expertise which is otherwise not available in-to get specialized expertise which is otherwise not available in

househouse

-it reduces the companys risk exposure to changing technology-it reduces the companys risk exposure to changing technology

& /changing customer services& /changing customer services-company gets employees who will better match with the-company gets employees who will better match with the

companys job profile with regard to recruitment outsourcingcompanys job profile with regard to recruitment outsourcing

-it can reduce cost, improve flexibility,-it can reduce cost, improve flexibility,

Disadvantages of outsourcingDisadvantages of outsourcing

-if the hr activities are outsourced to a third party then-if the hr activities are outsourced to a third party thenwhat s the need /relevance of an HR dept in an orgwhat s the need /relevance of an HR dept in an org

-hr depts in an org are no more job givers as work is-hr depts in an org are no more job givers as work is

assigned to a third person.assigned to a third person.


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Two wings of outsourcing includesTwo wings of outsourcing includes

BPOBPO

--if an external company develops software for the company, ifif an external company develops software for the company, if

some one else does advertising for the companys product, & ifsome one else does advertising for the companys product, & if

some other firms administer benefits for the companyssome other firms administer benefits for the companys

employees it is BPOemployees it is BPO

CALL CENTRESCALL CENTRES --if some other company makes calls to theif some other company makes calls to the

companies customers/receives their calls, it is a call centre its acompanies customers/receives their calls, it is a call centre its apart of BPOpart of BPO

Documents

Human resource management ..for quick reference