1. PERFORMANCE APPRAISAL GREIVANCE 2. DISCIPLINE 3. RECURITMENT 4. SELECTION 5. CAREER PLANNING AND DEVELOPMENT 6. EMPLOYEE TRAINING 7. COLLECTIVE BARGAINING 8.

INDUSTRIAL CONFLICTS 9. PROMOTION, TRANSFER, DEMOTION 10. PARTICIPATIVE MANAGEMENT

PERFORMANCE APPRAISAL MEANING OF PERFORMANCE APPRAISAL performance appraisal may be understood as the assessment of individuals performance in a systematic way, the performance being measured against factors such as job knowledge, quality and quantity output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility, health and the like. Assessment should be confined to past performance alone. Potentials of the employee for future performance must also be assessed. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspect of job performance. Performances here refer to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is always measured in terms of result and not efforts. A formal definition of performance appraisal is it is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development. FEATURES OF PERFORMANCE APPRAISAL Performance appraisal is the systematic description of an employees job relevant strengths and weaknesses. The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement. Appraisals are arranged periodically according to a definite plan.

Performance appraisal is not job evaluation. It refers to how well someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and there for, what range of pay should be assigned to the job. Performance appraisal is a continuous process in every large scale organization. PROCESS OF PERFORMANCE APPRAISAL Performance appraisal is planned, developed and implemented through a series of steps:

ESTABLISHING PERFORMANCE STANDARD

CONNUNICATION OF PERFORMANCE STANDARDS MEASUREMENT OF ACTUAL PERFORMANCE COMPARISON OF ACTUAL PERFORMANCE WITH THE STANDARDS FOLLOW UP ACTIONS

1) Establish Performance Standards. Appraisal systems require performance standards, which serve as benchmarks against which performance is measured. In order to be useful, standards should relate to the desired results of each job. Appraisals must have a clear- cut criteria. Performance standards must be both to the appraiser and the appraise. The performance standards of goals must be developed after a thorough analysis of the job. Goals must be written down. They must be measurable within certain time and cost considerations. 2) Communicate the Standards. Performance appraisal involves attract two parties; the appraiser who does the appraisal and the appraise whose performance is being evaluated. Both are expected to do certain things. The appraiser should prepare job descriptions clearly, help appraise set his goals and targets; analysis results objectively; offer coaching and guidance to appraise whenever required and reward good results. The appraiser should be very clear about what he is doing and why he is doing. For this purpose, the performance standards must be communicated to appraise and their reactions are noted initially. These standards must be revised or modified as and when required. 3) Measure Actual Performance. After the performance standards are set and accepted, the next step is to measure actual performance. This requires the use of dependable performance measures, the ratings used to evaluate performance. Performance measures in order to be helpful must be easy to use, reliable and report on the critical behaviors that determine performance. Generally, managers regarding how to measure actual performance use four common sources of information: personal observation, statistical reports, oral reports and written reports. 4) Compare Actual Performance with Standards and Discuss the Appraisal. Actual performance may be better than expected and sometimes it may even go off the track. The assessment of another person's contribution and ability is not an easy task. It has serious emotional overtones as it affects the self-esteem of the appraise. Any appraisal asked on subjective criteria is likely to be questioned by the appraisers and leave him quite dejected and unhappy when the appraisal turns out to be negative. 5) Taking Corrective Action, if Necessary. Corrective action is of two types: The one, which puts out the fires immediately and the other one, which strikes at he root of the problems permanently. Immediate action sets things right and get things back or track, whereas the basic corrective action gets to the source of deviations and seems to adjust the difference permanently. Basic corrective step seek to find out how and why performance deviate. METHODS OF PERFORMANCE APPRAISAL: Methods of Performance Appraisal

A) Traditional Methods Confidential report Ranking Graphical rating scale Checklists

B) Modern Methods 1. Human resource accounting 2. management by objective 3. Assessment centre 4. BARS( Behaviorally

Forced distribution Critical incidents Essay evaluation Group appraisals

anchored rating scale )

Traditional methods: Confidential report method:It is mostly used in government organizations. It is a descriptive report generally prepared at the end of the year, by the employees immediate superior. The report highlights the strengths, weaknesses, major mistakes, merits, good work done etc. of the subordinate. The impression of the superior about the superior is merely recorded here. It does not offer any feedback to appraise. It is a narrative method of performance appraisal since the report is not made public and hence no freedom is available, the subjective analysis of the superior is likely to be hotly contested. Ranking method This is relatively easy method of performance evaluation. In it, the ranking of an employee in a work group is against that of another employee. The relative position of each employee is tested in terms of his or her numerical rank, for example, when there are five employees (A,B,C,D,E) to be compared, then As performance is compared with that of Bs and decision is arrived at as to whose is the better or worst. Next, B is also compares with all others. Since A is already compared with B, this time B is to be compared with only C, D, and E In this evaluation is asked to rate the employees from highest to lowest on some overall criterion. It is easier to rank the best and the worst employee, it is very difficult to rank the average employees. Graphical rating scale It is the oldest and the most commonly used method of performance in this, a printed form is used to evaluate the performance of an employee. Four to twelve factors are selected, depending upon the category to which the employee belongs. Some of these factors are quantity of out put, quality of out put, initiative, integrity, dependability etc. these factors and their degrees are marked on a graph paper provided in the form. The rater has merely to check on the scale where he thinks the employee belongs. Checklists and weighted checklists The checklist is a simple rating technique in which the supervisor is given a list of statement or world and ask to check statement representing the characteristic and performance of each employee a checklist represents a set of objective statement about the employee and his behavior. A more recent variation of the checklist is weighted list. Under this the value of each question may be weighted more heavily than others. The following are sample questions in the checklist: - Is the employee is really interested in the task assigned? Yes/ No - Is he respected of his colleagues? Yes/ No - Does he follow instructions properly? Yes/ No - Does he give respect to his superiors? Yes/ No - Does he make mistakes frequently? Yes/ No A rating score from the checklist helps the manager in evaluation of the performance of the employee.

Forced distribution method ; It was developed to eliminate the bias and the preponderance of high ratings that might occur in some organizations. Its primary purpose is the correct tendency of the rates to give consistently high and low ratings to all employees. This method makes those of several sets of pair phases, two of which are positive and two of them are negative and the rates is asked to indicate which of the four phrase is the most or least descriptive of a particular employee. Actually the statement items are grounded in such a way that the rater cannot which statement applies to the most effective employee. The favorable qualities earn a plus credit and the unfavorable ones earn the severest. In this the overall objectivity is increased in the employees performance because the rater does not know how high or low he is evaluating the individual, as he has no access to the storing key. Graphical rating scale It is the oldest and the most commonly used method of performance in this, a printed form is used to evaluate the performance of an employee. Four to twelve factors are selected, depending upon the category to which the employee belongs. Some of these factors are quantity of out put, quality of out put, initiative, integrity, dependability etc. these factors and their degrees are marked on a graph paper provided in the form. The rater has merely to check on the scale where he thinks the employee belongs. Checklists and weighted checklists The checklist is a simple rating technique in which the supervisor is given a list of statement or world and ask to check statement representing the characteristic and performance of each employee a checklist represents a set of objective statement about the employee and his behavior. A more recent variation of the checklist is weighted list. Under this the value of each question may be weighted more heavily than others. The following are sample questions in the checklist: - Is the employee is really interested in the task assigned? Yes/ No - Is he respected of his colleagues? Yes/ No - Does he follow instructions properly? Yes/ No - Does he give respect to his superiors? Yes/ No - Does he make mistakes frequently? Yes/ No A rating score from the checklist helps the manager in evaluation of the performance of the employee. Forced distribution method It was developed to eliminate the bias and the preponderance of high ratings that might occur in some organizations. Its primary purpose is the correct tendency of the rates to give consistently high and low ratings to all employees. This method makes those of several sets of pair phases, two of which are positive and two of them are negative and the rates is asked to indicate which of the four phrase is the most or least descriptive of a particular employee. Actually the statement items are grounded in such a way that the rater cannot which statement applies to the most effective employee. The favorable qualities earn a plus credit and the unfavorable ones earn the severest. In this the overall objectivity is increased in the employees performance because the rater does not know how high or low he is evaluating the individual, as he has no access to the storing key. 360 PERFORMANCE APPRAISAL The appraisal may be any person who has thorough knowledge about the job contents, contents to be appraised, standards of contents and who observes the employee's by performing a job. The appraisal should be capable of determining what is more important and what is relatively less important. He should prepare reports and made judgments without bias. Typical appraisals are supervisors, peers. Subordinates, employees themselves, user of service and consultants. Performance Appraisal by all these parties is called 360 Performance Appraisal. Supervisors Supervisors include superiors of the employee, other superiors having knowledge about the work of the employee and department head or manager. General practice is that immediate superior appraises the performance, which in turn is reviewed by the departmental head/ managers. This is because superiors are responsible free managing their subordinates and they have the opportunity to observe, direct and control the subordinate continuously. Moreover, they are accountable for the successful performance of their subordinates. Sometimes other supervisors, who have close contact with employee work also appraise with a view to provide additional information. Peers

Peer appraisal may be reliable of the workgroup is stable over a reasonably long period of time and performs tasks that require interaction. Subordinates In developed countries, the concept of change superiors rated by subordinates in being used in most organizations. Such a method can be useful provided the relationships between superiors and subordinates art cordial. Subordinate's ratings in such cases can be quite useful in identifying competent superiors. Self-Appraisal If individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Also, since employee development means self-development, employees who appraise their own performance may become highly motivated. Users of Services/Customers The customers on users of services can, better judge employee performance in service organizations relating to behaviors, promptness, speed in doing the job and accuracy. Example, students better judge a teachers performance. Consultants Sometimes consultants may be engaged for appraisal when employees or employers do not trust the supervisory appraisal and management does not trust the self-appraisal and the appraisal done by subordinates. In such situation, the consultants are trained and they observe the employee at work for sufficiently long periods for the purpose of appraisal. When to appraise? Informal appraisals are conducted whenever the supervisor or personnel manager feel it necessary. However, systematic appraisals are conducted on a regular basis; say for example, every six month or annually. PURPOSES OF PERFORMANCE APPRAISAL To create and maintain a satisfactory level of performance. To contribute to the employee growth and development thought training, self and management development programmes.To help the superior to have a proper understanding about their subordinates. To guide the job changes with help to continuous ranking. To facilitate fair and equitable compensation based on performance. To provide information for making decision regarding lay off, retrenchment etc. REQUIREMENTS OF A GOOD APPRAISAL SYSTEM: It must be easily understandable: If the system is too much complex or to time consuming, it may be anchored to the ground by its own dead weight of complicated forms which nobody but the experts understand. It musty has support of all line people who administer it: If the line people think that there role is not very important then they will not consider the system seriously. Similarly, if the people find that the system is too theoretical, too ambitious, or that has been foisted on them by the ivory-tower staff consultants who have no comprehension of the demand then they will recent it.

The system should be sufficiently grounded in the requirement of the organization: It should reflect the value system of the organization. In fact functioning as a definition of performance, it should tell he employee what set of activities or what qualities are considered desirable by the organization. As such it should have linkage with the job description. The system should be both valid and reliable: The validity of the ratings is the degree to which they are truly indicative of the intrinsic merit of the employees. The reliability of the ratings is the consistency with which the ratings are made, either by different sectors, one by one rater at different times. Both validity and reliability result from objectivity. The appraisal system of many organizations lacks this objectivity and bunches all employees into one or two top ranks without taking into account their merits. This raises outstanding performances but also raises doubts about the validity of the system. The system should have built-in incentive: This means that the reward should follow satisfactory performance. Many authors however, advocate against the direct linkage between the appraisal and rewards. In their opinion, such a connection throttles downward communication of performance appraisal because superiors do not like being questioned by disgruntled subordinates. The system should be open and participative: It should involve employees in goal-setting process. This helps in planning performance better. The systems should focus more on the development and growth: Of the employee than on generating data for administrative decision making related to promotions, increments, etc. the system must help in identifying employees strengths and weaknesses and indicate corrective actions. For example it may reveal that goals need to be modified on; there is need for classification of duties or for additional training or job rotation or job enrichment. GREIVANCE 1) MEANING/ DEFINITION : The concept Grievance has been defined in several ways by different authorities some of the definition are follows: Beach defines a grievance as any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the notice of the management, where as Flippo indicate the grievance as a type of discontent which must always be expressed A grievance is usually more formal in character than a complaint. It can be valid or ridiculous, and must grow out of something connected with company operations or policy. It must involve interpretation or application of the provision of the labour contract. Jucius defines a grievance as any discontent or dissatisfaction, whether exposed or not, whether valid or not, arising out of anything connected with company which an employee thinks, believes or even feels to be unfair, unjust or inequitable. A grievance is more than likely a violation of an employee's rights on the job, a right that is usually, but not always defined by the contract. In seeing a grievance in this way, we can understand better that the best place to look for a way to defend the member is in the language of the contract. So for all practical purposes, every union officer must go back to the contract first when a member comes in with a complaint or a problem. The contract provides us with the strongest ammunition in resolving the issue for our member. Is the contract the only means to resolve member's grievances? Of course not. But it is probably the strongest leg you have to stand on. Lastly, there are many grievances that fall into a large category which we say are discipline-related. The union can challenge certain rules or their application. We may argue that a member is being disciplined without "just cause" or he or she is suffering from disparate treatment. The two expressions are simply an arbitrator's or lawyer's way of saying the member is being disciplined unfairly. So the best advice that can be offered in handling a member's problem is to check the contract first. If there is any reasonable way of dealing with the issue as a contract violation, you ought to use it. You and your local union are only limited by the contract, the skills of the grievance representatives, and the power of the local union. NEED FOR A GRIEVANCE PROCEDURE Grievance procedure is necessary for any organization due to the following reason: Most grievances seriously disturb the employees. This may affect their moral, productivity and their willingness to cooperate with the organization. If an explosive situation develops, this can be promptly attended to if grievance handling procedure is already in existence. It is not possible that all the complaints of the employees would be settled by first-time supervisors, for these supervisor may not have had a proper training for the purpose, and they may lack authority. Moreover, there may be personality conflicts and other cause as well. It serves as a check on the arbitrary action of the management because supervisors know that employees are likely to see to it that their protest dose reach the higher management.

It serves as an outlet for employees gripes, discontent and frustrations. It acts like a pressure value on a steam boiler. The employees are entitled to legislative, executive and judicial protection and they get this protection from the grievance redressal procedure, which also acts as a means of upward communication. 2)CONSIDERS GOOD PRACTICE IN HANDLING DISCIPLINARY AND GRIEVANCE ISSUES : endorses the ACAS Code of Practice1 for handling disciplinary and grievance issues summarizes the statutory procedures which came into force in October 2004 includes the CIPD viewpoint. Summary : A summary of issues which can be addressed through the Basic Grievance Procedure include, but are not limited to, the following: All allegations of discrimination; allegations of non-compliance with the Personnel Rules; improvement of systems, practices or procedures; safety; health; working conditions; materials or equipment; supervisory practices or procedures considered improper or unfair; disciplinary actions such as suspensions of 40 hours or less, reprimands or memos of concern; or any other matters subject to the authority of the ADOA Director and for which no other method of redress is provided or prohibited in the Personnel Rules. Restrictions An employee may not submit a grievance challenging the following management rights, but may submit a grievance concerning the manner of their administration, insofar as these personally affect the employee: The agency's right to direct its employees; to hire, promote, transfer, assign, and retain employees; and, to maintain efficiency of government operations, and to determine the methods, means, and personnel by which these operations are to be conducted. An employee may submit a grievance concerning a specific performance factor rating by utilizing the EPAS Grievance Procedure. An employee may not submit a grievance concerning the receipt of a performance decrease, the non-receipt of a performance increase or special performance award, the amount of any increase or decrease, or the use of any job-related supplemental rating factors to determine the receipt or amount of an increase, decrease, or special performance award. An employee may submit a grievance using the Basic Grievance Procedure within 10 days of receipt of a planning EPAS or within 10 days of failing to receive, after written request, a planning document. Non-Applicable Matters A summary of issues which cannot be addressed through either the Basic or the EPAS Grievance Procedure, include, but are not limited to, the following: Retirement issues; life insurance or health insurance issues; suspension for more than 40 working hours, demotion, or dismissal resulting from disciplinary action; any examination, certification or appointment; any classification action; and any reduction in force action and matters not subject to the Department of Administration control. Other avenues exist to seek redress or remedy involving these actions. Amendments Once a grievance is referred to any step beyond the immediate supervisor, it may not be amended. If additional documentation is submitted by the grievant after the initiation of the grievance, the reviewing official may remand the grievance to the appropriate previous level for reconsideration. It is the employee's responsibility to provide documentation to support the allegations raised in the grievance. Confidentiality and Use of Official Authority The preparation, submittal, review and response to a grievance are confidential. Correspondence regarding a grievance should be handled in a confidential manner, and envelopes containing grievance material should be clearly labeled "confidential." No reference to the complaint shall be included in the employee's official personnel file. Copies of written responses sent at each step of the procedure are limited to respondents at the preceding steps, the agency head or the agency head's designee unless it is necessary to notify additional personnel because the response requires another individual to take some action. No person shall directly or indirectly use any official authority or influence in any manner to discourage the use of this procedure. Any person found guilty may be subject to penalty under ADOA Personnel Rule R2-5-501. Representation At any step of the grievance procedure after the mandatory pre-grievance oral discussion (see below), grievant may select one representative to provide advice and/or speak for the grievant at any meetings determined necessary by management in the course of the grievance process. An ADOA employee who serves as a representative is required to request and obtain prior approval for annual or compensatory leave for any time devoted as a representative during regular working hours. If a representative is chosen, the representative shall be identified on the grievance form Group Grievance

Should a group of employees file a grievance, all employees of the group are required to sign the grievance and to clearly designate, on the grievance form, one member who will act as the group's contact person. The contact person will act as a speaker for the group in any meetings determined necessary by management. Preparation Time During the entire formal grievance process (after the oral discussion at Step I), employees are allowed up to four hours with pay to prepare the grievance and/or confer with their official representative on the grievance. Employees cannot use state equipment for this process. Employees must request and obtain prior supervisory approval for time off, which will be subject to the operational needs of the unit. The time an employee devotes to attending any meetings scheduled by management to discuss the grievance is considered work time and is not included in the four-hour limitation specified above. Extensions The ADOA Personnel Rules require that the agency head respond to a grievant not later than 40 working days after receipt of the grievance at the first step. Within the 40 working days requirement, the time at any step may be extended by the agency head with concurrence of the grievant. If at any step the response is not made within the prescribed time and no extension has been agreed upon, the employee may submit to the next step. Mandatory Oral Discussion In accordance with Personnel Rule R2-5-702.A.1, the employee is REQUIRED to have an oral discussion with the immediate supervisor prior to initiating a formal grievance. The employee must clearly state to the supervisor the employee's intentions of filing a formal grievance, the issues involved, and the requested resolution. The purpose of the meeting is for both parties to explore the issues and the requested resolution. If the employee fails to take this step, the grievance WILL NOT be accepted through the formal grievance procedure. It is the employee's responsibility to remember that the Step I grievance must be submitted within 10 working days after the occurrence of the action being grieved, and that these 10 days are not extended by the date on which the oral discussion takes place. The employee may select a representative at any step after the oral discussion with the supervisor. Procedures When an employee wants to submit a basic grievance, the employee must: Use the appropriate form; state the problem and outline all of the specific facts, circumstances and issues involved; provide all the appropriate documentation to support the allegations; state the specific resolution which is sought; of a Personnel Rule violation is alleged, the specific rule alleged to have been violated must be stated as well as an explanation of how the rule was violated; and, the employee must sign the grievance at each step and state why the response at the previous level was not satisfactory. The employee must also meet the mandatory oral discussion requirement prior to submitting the complaint and adhere to the required time limitation for submitting a grievance. Step I The Step I responding authority is the employee's immediate supervisor. The time limit for submitting the grievance is 10 working days from the date of the action being grieved. If a suspension is being grieved, the date of the action is considered to be the first day of the suspension. The date the action occurred is not counted when determining 3)WHY ARE DISCIPLINARY AND GRIEVANCE PROCEDURES NECESSARY? Disciplinary and grievance procedures provide a clear and transparent framework to deal with difficulties which may arise as part of their working relationship from either the employer's or employee's perspective. They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reasonably and that they are compliant with current legislation. Disciplinary procedures are needed:

So employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards). To identify obstacles to individuals achieving the required standards (e.g. training needs, lack of clarity of job requirements, additional support needed) and take appropriate action. As an opportunity to agree suitable goals and timescales for improvement in an individual's performance or conduct. As a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed Grievance procedures are needed: To provide individuals with a course of action should they have a complaint (which they are unable to resolve through regular communication with their line manager). To provide points of contact and timescales to resolve issues of concern. The legal position Most of the provisions governing discipline and grievances at work are to be found in the Employment Act 2002 and the detailed regulations made to implement the provisions of that Act namely the Employment Act 2002(Dispute Resolution) Regulations 2004 (SI2004/752). Numerous other pieces of legislation cross refer to discipline and grievance issues. Some important examples include the: Employment Rights Act 1996 as amended Employment Rights Dispute Resolution Act 1998 Employment Relations Act 1999. The statutory disciplinary, dismissal and grievance procedures From 1 October 2004, the Employment Act 2002 made it a legal requirement for all organizations to follow minimum disciplinary, dismissal and grievance procedures in certain circumstances. These statutory procedures amount to a minimum standard that must be followed by all employers and employees. The Main Features Of The Procedures Are: Three step statutory disciplinary, dismissal and grievance procedures which must be followed in most cases failure to follow the statutory procedures by the employer prior to dismissal will render that dismissal automatically unfair employers will pay a potential increase in compensation of between 10-50% if the procedures are not followed by the employer an employee may be prevented from presenting some types of claim in the employment tribunal if they have not followed the grievance procedure first the procedures are non-contractual until further notification by the Department of Trade and Industry unless an organization chooses to incorporate the statutory minimum into their own contractual procedures. There are two sets of procedures: standard, and modified. It is envisaged that the standard procedure will be used in all but the most exceptional circumstances. These procedures apply in a wide range of circumstances which are not limited to issues relating to the capability or conduct of the employee but, for example, to dismissals which occur on the expiry of a fixed-term contract and in a smaller scale redundancies. There are some exemptions to the statutory procedures, for example if one party reasonably believes there is a significant threat, harassment or it is not practical to go through the procedures for reasons beyond their control, or if there are issues of national security. The ACAS Code of Practice Disciplinary and Grievance Procedures1 provides detailed guidance for employers. CIPD endorses this Code. CIPD members can find out more on the legal aspects of this topic from our FAQ on in the Employment Law at Work area of our website. Top of Form Grievance policy and practice It is essential that grievances from employees are treated in the same fair manner. Failure to address grievances leaves employees with residual anger and can lead to general unrest and disputes in the workplace. Employees must know to whom they can turn in the event of a grievance and the support, such as counseling or sources of advice, that is available to them. All line and senior managers must be familiar with their organizations grievance procedure. There are a number of additional factors to bear in mind when dealing with grievances concerning harassment. For further details see our fact sheet on

Handling grievances informally Individuals should be encouraged to discuss ordinary, day-to-day issues informally with their line manager. This helps concerns to be heard and responded to as soon as possible. Where this has been unsuccessful, or circumstances make this route inappropriate for the individual, then matters should raised formally through the grievance procedure. Handling grievances formally Employees should also be aware of the formal route open to them, including: the three stages of the statutory procedure and any further elements of the organizations additional procedures with whom to raise the complaint and appropriate sources of support timescales within which the organization will seek to deal with the complaint details of the stages of the grievance procedure e.g. how a complaint may be raised with the next level of management if a satisfactory resolution is not reached.An employee should be given the right to be accompanied to grievance hearings by a colleague or trade union representative as explained above. As in disciplinary matters, record keeping is important 4)GRIEVANCE PROCEDURES: THE STANDARD THREE-STEP PROCEDURE Your employers grievance procedure may have more than three steps, but it must include the following. 1. Written statement You must set out your grievance in writing (often called a step one letter). Your employers grievance procedure should say who to send your letter to. If thats the person causing the problem, or if theyve ignored previous complaints, send it to the HR department or to the persons boss. 2. Meeting: Your grievance should be looked into in a fair and unbiased way. Your employer should invite you to a meeting (sometimes called a hearing) to discuss the problem, and you should attend if you can. If there is someone else involved, they might also be there (but you should tell your employer if you are uncomfortable with this).The meeting should be at a convenient time for you and anyone else involved. If you think youve not had enough time to prepare, ask for more time. If your employer doesnt agree (and they dont have to), you should go to the hearing, but make sure that your lack of preparation time is noted. Gather your thoughts before the meeting. Dont be afraid to write down what it is you want to say. There is nothing wrong with reading this out at the meeting. It is up to your employer what format the meeting takes but they will normally go through the issues that have been raised and give you the opportunity to comment. The main purpose of the meeting should be to try to establish the facts and find a way to resolve the problem. The Advisory, Conciliation and Arbitration Service (Aces) have a code of practice which sets out how your employer should carry out a grievance procedure. If you ask your employer beforehand, you have a legal right to take a companion (who is a colleague or trade union representative) to the meeting with you. If no colleague is willing to accompany you, and youre not a union member, ask if you can bring a family member or a Citizens Advice Bureau worker (but your employer does not have to agree to this). The companion can present and/or sum up your case, talk on your behalf and confer with you during the hearing. Theyre protected from unfair dismissal or other mistreatment for supporting you. The meeting must be at a convenient time for your companion. You can ask for a postponement of up to five days if necessary to get your chosen companion there. You should be given notes of the meeting, and copies of any information given by other people. Unless they need to investigate further, your employer should tell you reasonably quickly whats been decided, and about your right to appeal if youre not satisfied. You might be told of the outcome verbally at first but it will usually be confirmed in writing. 3. Appeal meeting: If youre not satisfied with the decision, or you think the procedure followed was seriously flawed, you have the right to an appeal. This is usually heard by a higher level of management. If that isnt possible, your employer could ask an Aces mediator or other independent person to hear it. The appeal hearing is similar to the original meeting, and you have a right to a companion, as before. Your employer should give you enough time to appeal. If they dont, make your appeal anyway, and say that youll provide more information later. If you are considering taking your issue to an Employment Tribunal you may want to appeal even if it seems pointless, because a tribunal award could be reduced if you dont. If you cant sort out the dispute, you can get help through mediation, conciliation or arbitration, if your employer agrees to it. DISCIPLINE 1)INTRODUCTION: Discipline is required for both the organization and the individual. In the organization it is needed to regulate the behavior of people, maintain peace and channel their efforts towards organizational goal. Sad to sate, most people do not exercise self discipline and this fact makes external control necessary for brining order within an organization. CONCEPT Discipline is not a glamorous term. It is viewed with fear and suspicion in organization. The multiple explanation advanced by different expert in the filed have only added to the prevailing confusion.

NEGAIVE DISCIPLINE Traditionally, discipline is interpreted as a sort of check or restraint on the freedom of person. Discipline is used to the act of imposing penalties for wrong behavior. If employees fail to observe rules, they are punished. Discipline is the force that prompts an individual or a group to observe the rules, regulations and procedures which are deemed to be necessary to the attainment of an objective, POSITIVE DISCIPLINE Employees comply with rules not out fear of punishment but out of an inherent desire to cooperate and achieve goals. Where the organizational climate is market by two-way communication, clear goals, effective leadership, adequate compensation employees need not be discipline in the traditional way. Positive discipline, according to Spriegel enables an employee, to have a greater freedom in that he enjoys a greater degree of self-expression in striving to achieve the objective, which he identifies as his own. 2)DIFFEREANCE BETWEEN POSITIVE & NEGATIVE DISCIPLINE : Point Negative Discipline Positive Discipline Concept It is adherence to established norms and regulation, out of fear of punishment. Employees do not perceptive the corporate goals as there own. It is the creation of a conductive climate in an organization so that employees willingly confirm to the established rules There is no conflict between individual and organizational goals.

Conflict

Supervision

Require intense supervisory control Employees exercise self-control to meet organizational object to prevent employees from going ivies. off the track. 3)SELF DISCIPLINE AND CONTROL: Behavioral scientist view discipline as a self- control to meet organizational objectives. Megginson clarified the term thus. By self- discipline he mans the training that correct, moulds and strengthens. It refers to ones efforts at self control to certain needs and demands. This form of discipline is raised on to psychological principles. First, punishment seldom produce the desired result. Often, it produce undesirable result. Second, a self- respecting person tends to be a better worker than one who is not. 4)PROGRESSIVE DISCIPLINE: The concept o progressive discipline states that penalties must be appropriate to the violation. If inappropriate behaviour is minor in nature and has not previously occurred an oral may be sufficient. If the violation requires a written warning, it must be done according to a procedure. After written warnings, if the conduct of the employees is still not along desired lines, serious punitive steps could be initiated. In case of major violations such has hitting a supervisor may justify the termination of an employee immdiately. In order to assist a manager to recognize the proper level of disciplinary action, some firms have formalized the procedure. 5) THE RED HOT STOVE RULE: Without the continual support of the subordinate, no manager can get things done. But disciplinary action against a delinquent employee is painful and generates resentment on his part. According to the Red Hot Stove rule disciplinary action should have following consequences: A} Burns immediately: If disciplinary action is to be taken, it must occur immediately so the individual will understand the reason for it. With the passage of time, people have tendency to convince themselves that they are not fault. B} provides warning: It is very important to provide advance warning that punishment will follow unacceptable behaviour. As you move closer to hot stove you are warned by its heat that will be burned. C} Burns impersonally: Disciplinary action should be impersonal. There are no favorites when this approach is followed. 6)JUSTICAL APPROCH TO DISCIPLINE: The Industrial Employment Act was passed in 1946 with a view to improve the industrial relation climate. The Act requires that all establishment must define the service rules and prepare standing order. The term Standing order refers to the rules and regulation which governs the condition of employment of workers. They indicate duties and responsibility on the part of both the employer and the employees. The standing order contains rules relating to classification of employees, working hours, holidays, shift working, attendance, leave, suspension, stoppage of work, redreassal of these terms and condition may lead to misconduct or indciplpine.

7)DISCIPLINARY ACTION: Though there is no rigid and specific procedure for taking disciplinary action, the disciplinary procedure followed in Indian industries usually consist of the following steps: a. Issuing the letter of charge: When a employee commits an act of misconduct that required disciplinary action, the employee concerned should be issue a charge sheet. Charges of misconduct or indiscipline should be clearly and precisely stated in the charge sheet. b. Consideration of explanation: On getting the answer for the letter of charge served, the explanation furnished be consider and if it is a satisfactory, no disciplinary action need be taken. On the contrary when the management is not satisfied with the employees explanation there is a need for serving a show-cause notice. c. Show-cause notice: Show-cause notice is issued by the manager when he believes that there is a sufficient prima facie evidence of employees misconduct. Enquiry should also initiated by first serving him a notice of enquiry indicating clearly the name of enquiring officer, time, date and place of enquiry etc. d. Holding of a full fledge enquiry: These must be in conformity with the principle of natural justice, that is the employee concerned must be given an opportunity, of being heard. When the process of enquiry is over an findings of the same are record, the enquiry officer should suggest the nature of disciplinary action. 8)DISCIPLINARY POLICY AND PRACTICE:Using the disciplinary process There are two main areas where the disciplinary system is used: capability/performance and conduct. Capability/performance It is inevitable that at some stage all employers will encounter difficulties with the performance of their employees in the workplace (these can stem from difficulties on the part of the organization such as insufficient training and support, or a lack of leadership or inappropriate systems of work, as well as the individual who is struggling to fulfill their responsibilities). It is good practice and also more efficient that such issues are addressed informally, as and when they arise, by managers via discussions which clarify 'what good performance looks like', goal setting, support and timely positive feedback where appropriate. Only when these options have been exhausted and where there is no alternative should managers should enter a more formal disciplinary procedure. Situations where an individual is unable to do their job because of ill-health also fall into this category. In these instances an employee should be dealt with sympathetically and offered support. However, unacceptable levels of absence could still result in the employer making use of warnings. Conduct Employee misconduct could range from continued lateness, failure to follow a reasonable management instruction, abuse of the organizations computer system or Internet access, bullying behaviour or creating a hostile work environment, through to theft, fighting and committing criminal offences. The more grave offences may constitute gross misconduct. In all cases, even gross misconduct, an employer should attempt to follow the statutory procedures. Stages of the process If disciplinary action is to be taken, it should always have three main stages: 1] Letter 2] Meeting 3] Appeal. There must always be a full and fair investigation to determine the facts and to decide if further action is necessary. Record-keeping

All records should be kept meticulously, as this will be vital should a case be perused at an employment tribunal. Since the burden of proof is on the employer to show that the dismissal is not unfair or unreasonable, keeping records is vital. Type of records that should be kept by employers is minutes of meetings, attendance, notes of telephone calls, copies of correspondence etc. Handing disciplinary interviews All line managers should be trained and supported so that they are able to carry out disciplinary meetings with their team. The HR department should be able to assist them by providing a source of independent advice on preparing for and conducting the interview, as well as sharing knowledge about similar cases in the organization and relevant legislation. The key points to consider are: Ensure you have investigated all the facts in advance (including consulting the individual's personal file for relevant information) and plan how you will approach the meeting. Make sure the employee knows from the letter inviting them to the meeting why they have been asked to attend and that they have a right to have a companion present. Make sure the individual has reasonable notice, ideally more than 48 hours; so that they have a chance to arrange an appropriate representative if they wish. Make sure another member of management can be there to take detailed notes and help. Conduct the interview. Never pre-judge the outcome of the interview before hearing the employee's perspective. Start the interview by stating the complaint to the employee and giving appropriate statements from people involved. Give the employee ample opportunity to put forward their side of the story and call any supporting witnesses.You can also call witnesses, but they can only be in the room for the relevant part of the interview - not the duration. Make use of adjournments: always take a break to consider and obtain any extra information you need before reaching your decision. You can also use if things become heated or people are upset during the interview. Deliver the decision (and give reasons, taking into account any mitigating circumstances), confirm review periods and ensure you give details of how to appeal. Confirm the decision in writing. It is important that everyone involved in disciplinary action understand the importance of following the correct procedure, as even if the case against an employee seems proven, they can still be deemed to have been treated unfairly if the correct procedures are not followed.An individual is entitled to be accompanied by a work colleague or trade union official at formal disciplinary and grievance interviews, and to select a companion of their choice. It would be good practice for an employer also to offer this at any purely investigatory meeting. No action After the meeting, the employer may decide that no action is necessary. For example, if an employee was unclear about what was expected from them and they agree to try to resolve the issue via additional support or counseling. Warnings Alternatively, the employer may decide to give the employee a warning. An organizations policy should outline exactly what warnings will be given, but the following are likely: Recorded oral warning First written warning Final written warning. Clearly these stages represent an increase in seriousness. With the exception of extreme examples of misconduct, it would be inappropriate to 'skip stages' in the process. Ultimately, failure to reach the organizations standards may result in dismissal.Any warning should also specify a review period during which the individual receives appropriate support and their performance can be monitored. Disciplinary warnings should normally have a specified 'life' after which they are disregarded when considering any subsequent warnings. Typical timescales for the types of warning are: recorded oral warning - 6 months first written warning - 1 year

final written warning - 2 years. Where misconduct has been very serious, it may be appropriate for the warning to continue to be regarded indefinitely. RECURITMENT : Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment refers to Discovering potential applicants for actual or anticipated organizational vacancies. Recruitment is a process To discover the source of manpower to meet the requirements of staffing, to employ effective measures for attracting potential manpower in adequate number. Recruitment is the process of identifying the sources for prospective candidates and to stimulate them to apply for the job. Its linking activity bringing together those with jobs and those seeking jobs. It locates the source of manpower to meet the requirements and job specifications. In recruitment process available vacancies are given wide publicity and suitable candidates are encouraged to submit application so as to process available vacancies are given wide publicity and suitable candidates are encouraged to submit application so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For these different sources of recruitment such as newspaper advertisement, employment exchange, internal promotions, etc. are used. In the recruitment, a pool of eligible and interested candidates is created for the selection of most suitable candidate. Recruitment represents the first contact that a company makes with potential employees. Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates (qualified job applicants) are encouraged to submit applications for the purpose of selection. DEFINITION OF RECREUITMENT According to Edwin Flippo, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. OBJECTIVES OF RECRUITMENT The objectives of recruitment are as follows: (i) To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies, (ii) To induct outsider with a new perspective to lead the company, (iii) To infuse fresh blood at all levels of the organization, (iv) To develop an organizational culture that attracts competent people to the company, (v) To search or head hunt/head pouch people whose skills fit the companys values, (vi) To search for talents globally and not just within the company. PURPOSE OF RECRUITMENT Recruitment has three major purposes: 1) to increase the pool of job applicants with minimum cost. 2) To meet the organizations legal and social obligations regarding the demographic composition of its workforce.

3) To help increase the success rte of the selection process by reducing the percentage of applicants who are either poorly qualified or have the wrong skills. NEED FOR RECRUITMENT The need for recruitment may be due to the following reasons/situations: (a) Vacancies due to promotions, transfers, retirement, termination, permanent disability, death and labour turnover. (b) Creation of new vacancies due to growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job respecification. SOURCES OF RECRUITMENT The sources of recruitment may be grouped into: Internal sources External sources INTERNAL SOURCES: As the term implies internal source of recruitment is for those who are currently members or the organization. Whenever any vacancy arises, somebody from within the organization may be looked into, following are the internal sources of recruitment. 1) Promotions: - In order to motivate the existing employees, management follows the policy of internal promotions. Promotion means shifting of an employee to a higher position carrying higher responsibilities, facilities, status and salaries. Various positions in the organization are usually filled up by promotions of existing employees on the basis of merit or seniority or a combination of both. 2) Transfers: - Transfer refers to a change in job assignment. It may involve a promotion or demotion, or no change in terms of responsibility or status. A transfer may be either temporary or permanent, depending the necessity of filling jobs. E.g. transfer from head office to branch office. 3) Retirements: - At times, management may not find suitable candidate in place of the one who had retired, after meritorious service. Under this circumstances management may decide to call retired manager with new extension. 4) Recalls: - When management faces a problem, which can be solved only by a manager who has proceeded on long leave, it may be decided to recall that person. After the problem is solved, his leave may be extended. 5) Former employees: - Individuals who left for some other job, might be willing to come back for higher wages incentives. An advantage with these sources is that the performance of the person/employee is already known. EXTERNAL SOURCES As the term implies the external source of recruitment is of potential workers who are not currently member of the organization. It usually includes new entrants to the labour force the unemployed and people employed in the other organization seeking the change. Company managements have to use eternal sources for the recruitment of supervisory staff and managers as and when necessary. This may be with a view to introducing the new blood in the organization. External recruitment is one way of bringing into the organization that has new skills or abilities and different way of approaching job task. Following are the most common external source of managerial recruitment. 1) Newspaper Advertisement:-Newspaper advertisements are overwhelmingly popular source of recruitment. A message containing general information about the job and the organization is placed in various newspapers. Newspaper advertising typically generates a large applicant flow. Though costly, it provides wide choice as it attracts a large number of suitable candidates from all over the country. The best example for newspaper advertisement is the Times of Indias Asscent supplement which comes on every Wednesday and contains both domestic as well as international jobs. 2) Campus Recruitment: - College Campuses are another very popular recruitment source. The growth of Management institutes, IIts and Regional Engineering Colleges has provided a popular source of recruitment. Private sector is able to attract many aspirants. It is an excellent source of recruiting management trainees. The promising students get job security immediately after securing degrees due to such campus interviews/recruitment.

3) Recruitment through internet: - The Internet has quickly become a very popular source of employment
advertising. This source is quickly growing in popularity. Currently employers can post their openings to any of several newsgroups for free. Most employment advertisement firms can also post the jobs on the Internet; however, they charge a fee. A large and fast growing proportion of employers use the internet as a recruitment tool. More and more organizations are placing information about open positions on the World Wide web. There are many web sites through which recruitment takes place. Some of the examples are www.naukri.com, www.monster.com, etc. 4) Job Fairs: - Job fairs are very effective. A job fair is an event sponsored by a "job fair" company who charges a fee to participating employers. The "job fair" company will typically advertise in local media to attract qualified applicants. Hiring managers can meet multiple candidates and conduct on-the-spot interviews. Because the applicants may be interviewing with multiple employers, it is imperative to respond quickly with invitations for inplant interviews of qualified candidates. If a job fair results in just one hire it is usually cost effective. 5) Employment Agencies: - The firm contacts an organization whose main purpose is locate job seekers. The company provides the agency with information about the job, which the agency then passes along to its clients. Clients may be either employed or unemployed. Agencies can either be public or private. Fees may be charged to either or both the client seeking a job and the company seeking applicants. 6) Walk-ins, Write-ins and Talk ins:- The most economical approach for recruitment of candidates is direct applications. The job seekers submit applications or resumes directly to the employer. The advertisement mentions date, day and timing during which the applicant can walk in for an interview. Write-ins are those who send written inquiries. These applicants a raked to complete application forms for further processing. Talk-ins is now becoming popular and the applicants are required to meet the employer for detailed talks. The applicant is not required to submit any applications. ADVANTAGES OF INTERNAL RECRUITMENT 1) Internal recruitment is economical. 2) The present employees already know the company well and are likely to develop a loyalty for the same. 3) It tends to encourage existing employees to put in greater efforts and to acquire additional qualification. This means there is motivation to employee to develop and reach to higher positions. 4) It provides security and continuity of employment. 5) Internal recruitment helps to raise the morale of employees and develop cordial relations at the managerial levels. 6) It reduces labour turnover as capable employees get promotion within the organizations. 7) Internal recruitment is a quick and more reliable method. 8) People recruited from within the organization do not need induction or training. DISADVANTAGES OF INTERNAL RECURITMENT 1) Internal promotions create a feeling of discontent among those who are not promoted. 2) It prevents the entry of young blood in the organization. 3) Promotion to certain key post may not be possible due to non-availability of competent persons. 4) The organization will not be able to attract capable persons from outside if internal sources are used extensively. 5) It may encourage favoritism and nepotism. 6) Promotions by seniority may not be always beneficial to the organization. In brief, internal methods of recruitment should be used to extent possible but too much dependence on internal methods is undesirable and may prove costly to the organization in the long run.

ADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT 1) Entry of young blood in the organization is possible. 2) Wide scope is available for selection. This facilitates selection of people with rich and varied experience. 3) Selection can be made in an impartial manner as large number of qualified and interested candidates are available. 4) Scope for heartburn and jealousy can be avoided by recruiting from outside. 5) The management can fulfill reservation requirements in favour of the disadvantaged section of he society. DISADVANTAGES OF EXTERNAL SOURCE OF RECRUITMENT 1) External recruitment leads to labour turnover particularly of skilled, experienced and ambitious employees. 2) The relations between employer and employee deteriorate leading to industrial disputes and strikes. 3) The present employees may lose their sense of security. Their loyalty to the organization may be adversely affected. 4) Employees feel frustrated due to external recruitment and their morale is adversely affected. SELECTION MEANING AND DEFINITION OF SELECTION Selection is one of the most important of all functions in the management of personnel. Selection is more closely related to recruitment because both are concerned with processing individuals to place them in a job. Selection is next to recruitment. After identifying the sources of human resources, searching for prospective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time. Right man at the right job is the basic principle in selection. Selection is the process of collecting and evaluating information about an individual in order to extend an offer of employment. It is the process of logically choosing individuals who posses the necessary skills, abilities and personality to successfully fill specific jobs in the organization. Selection means a process by which the qualified personnel can be choosen from the applicants who have offered their services to the organization for employment. Thus selection process is negative function because it attempt to eliminate applicants, leaving the best to be selected. In the words of Dale Yodev, Selection is the process in which candidates for employment are divided into two classes those who are to be offered employment and those who are not. In short, selection is the process of choosing a person suitable for the job out of several persons. The objective of the selection decision is to chose the individual who can most successfully perform the job from the pool of qualified candidates. The selection procedures are the system of functions and devices adopted in a given company to ascertain whether the candidates specification is matched with the job specification and requirements or not. The selection procedures cannot be effective until and unless: 1) Requirements of the job to be filled, have been clearly specified (job analysis, etc) 2) Employee specifications (physical, mental, social, and behavioral, etc) have been clearly specified. 3) Candidates for screening have been attracted. Thus, the development of job analyses, human resource planning and recruitment are necessary prerequisites to the selection process. The breakdown in any of these processes can make even the best selection system ineffective. IMPORTANCE OF SELECTION

The importance of selection may be judged from the following facts:1) Procurement of Qualified and Skilled Workers: - Scientific selection facilitates the procurement of well qualified and skilled workers in the organization. It is in the interest of the organization in order to maintain the supremacy over the other competitive firms. Selection of skilled personnel reduces the labour cost and increases the production. Selection of skilled personnel also facilitates the expansion in the size of the business. 2) Reduce Cost of Training and Development:- Proper selection of candidates reduces the cost of training because qualified personnel have better grasping power. They can understand the technique of work better and in less time. Further, the organization can develop different training programmes for different persons on the basis of their individual differences, thus reducing the time and cost of training considerably. 3) Absence of Personnel Problems: - Proper selection of personnel reduces personnel problems in the organization. Many problems like labour turnover, absenteeism and monotony shall not be experienced in their severity in the organization. Labour relation will be better because workers will be fully satisfied by the work. Skilled workers help the management to expand the business and to earn more profits and in turn management compensates, the workers with high wages, benefits etc. SELECTION PROCEDURE Selection procedure employs several methods of collecting information about the candidates qualification, experience, physical and mental ability, nature and behaviour, knowledge, aptitude and the like for judging whether a given applicant is or is not suitable for the job. Therefore, the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques. At each step, facts may come to light which are useful for comparison with the job requirement and employee specifications. Selection procedure is lengthy and time consuming particularly in the case of supervisory post. Following are the steps/ procedures of selection: 1) Job Analysis: - Job analysis is the basis for selecting the right candidate. Every organization should finalize the job analysis, job description, job specification and employee specification before proceeding to the next step of selection. 2) Application Form: - Application Form is also known as application blank. The technique of application blank is traditional and widely accepted for securing information from the prospective candidates. Where application forms are use, the data become a part of the employees record. The information is generally required on the following items in the application forms: Personal background information, Educational information, Work experiences, salary, personal details, expected salary and allowances etc. 3) Preliminary Interview: - Preliminary or initial interview is often held in case of at the gate candidate. This interview usually of short duration and is aimed at obtaining certain basic information with a view to identifying the obvious misfits or unqualified. Thus preliminary interview is useful as a process of eliminating the undesirable and unsuitable candidate. If the candidate seems to possess the basic minimum requirements for efficient job performance, he is given an application form for being filled out by him. 4) Screening Application Form: - Information given in the application form is used for selection purposes. The applicant who seems to be not fit for the job on the basis of information given in the application blank is rejected out rightly at this stage. The applicants who have not furnished the required information may also be rejected. Applications will not be accepted after the close date. After the close date of the recruitment, the Job Expert for the hiring department and Human Resources will screen the application forms for minimum education and qualification requirements. A recruitment date may be extended if there are no qualified candidates. Recruitments can also be open until the position is filled; in this situation, applicants are reviewed and interviewed on a regular basis until an eligible candidate can be selected and appointed to the available position. 5) Written test:- The organization have to conduct written examination for the qualified candidates after they are screened on the basis of the application blanks so as to measure the candidates ability in arithmetical calculations, to know the candidates attitude towards job, to measure the candidates aptitude, reasoning, knowledge in various disciplines, general knowledge and English language. Intelligence test measures the individuals capacity or reasoning, verbal comprehension, numbers, vocabulary, word fluency etc. aptitude test measures individuals capacity or talent ability to learn a job if he is given adequate training.

6) Final interviewing: - Final interview is usually followed by testing. This is the most essential step in the process
of selection. In this step the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtained through his own observation during the interview. The basic objective of the interview is to measure the applicant against the specific requirements of the job. Interview must be conducted in a friendly atmosphere and the candidate must be made to feel at ease. The interviewer should not ask unwarranted questions which make the candidate nervous. It being the two way communication, the interviewee should also be given a chance to ask questions if he so likes, about the job and the organization. 7) Reference Checks: - After completion of the final interview, the personnel department will engage in checking references. Candidates are required to give the name of reference in their application forms. These references may be from the individuals who are familiar with the candidates academic achievement or from the applicants previous employer, who is well versed with the applicants job performance, and sometime from co-workers. If reference is checked in the correct manner, a great deal can be learned about a person that an interview or tests cannot elicit. A good reference check used sincerely fetches useful and reliable information to the organization. 8) Physical Examination: - The candidates who have crossed the above hurdles are required to go for the medical examination. This is very important because of a person of poor health cannot work competently and the investment in him may go waste. Thus, a thorough medical examination is essential. 9) Selection: - If a candidate successfully overcomes all the obstacles or tests given he would be declared selected. A appointment letter will be given to him mentioning the terms of employment, pay scales, post on which selected etc.

MEANING AND DEFINITION OF PLACEMENT: Placement means offering of the job to the finally selected candidate. One the employee is selected he should be placed on a suitable job. According to Pigors and Myres, placement may be defined as the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job. It is matching of what the supervisor has reason to think he can dos with the job demands(job requirements); it is matching of what he imposes(in strain, working condition) and what offers is the form of pay roll, companionship with other promotional possibilities etc. A proper placement reduced the employee turnover, absenteeism and accident rate and improves the morale. Placement is not an easy process. It is very difficult for a new employee who is quite unknown to the job and environment. For this reason, the employee is generally put on a probation period ranging from one year to two years. At the end of the probation period, if the employee show a good performance, he is confirmed as a regular employee of the organization. Thus, the probation period or trial period is a transition period at the end of which management has to take decision whether the employee should be made regular or discharged from the job. PRINCIPLE OF PLACEMENT Following principles are followed at the time of placement of an employee: 1) The man should be placed on the job according to requirements of the job. The job should not be adjusted according to the qualifications or requirements of the man. Job first, man next should be the principle of placement. 2) The job should be offered to the man according to his qualifications. Neither higher, nor lower job should be offered to the new employee. 3) The employee should be made conversant with the conditions prevailing in the industry and all things relating to the job. He should also be made aware of the penalties if he commits a wrong. 4) While introducing the job to the new employee, an effort should be mad to develop a sense of loyalty and cooperation in him so that he may realize his responsibilities better towards the job and the organization. CAREER PLANNING AND DEVELOPMENT INTRODUCTION:The term career planning is frequently used in relation young boys and girls studying at the college level. College students are expected to consider their qualities (physical and mental), psychological make-up, likes and dislikes, inclinations, etc. and decide what they want to be in their life. In other words, they should decide what they want to achieve in their life and adjust their education and other activities accordingly. This means they have to plan their career. In such career planning, parents, family members and college teachers offer helping hand and guide young boys and girls in selecting the most suitable career. Lot of literature, psychological tests etc. are also available on career planning. Even lectures, workshops and TV programmes are arranged for guiding students on career selection (particularly after the declaration of HSC results). Career planning enables them to use their abilities/qualities fully and make their life happy, prosperous and rich in quality. At present, even experts are available to help youth in their career planning. IQ and other tests are also conducted for this purpose. The term career planning and development is used extensively in relation to business organizations. It is argued that if the organizations want to get the best out of their employees, they must plan the career development programmes in their organization effectively. Such programmes offer benefits to employees and also to the organizations. The employees will develop new skills will be available to the organization. This type of career planning can be described as organizational career planning. MEANING OF CAREER (WHAT IS CAREER?):A career is a sequence of positions/jobs held by a person during the course of his working life. According to Edwin B. Flippo a career is a sequence of separate but related work activities that provide continuity, order and meaning to a persons life. Career of an employee represents various jobs performed by him during the course of his working life. This is described as career path. In the case of an ordinary worker, the career path includes the following job positions:

Unskilled worker Semi-skilled worker Skilled worker Highly skilled worker Assistant foreman Foreman. Employees (of all categories) want to grow in their careers as this provides more salary, higher status and opportunity to use knowledge, education and skills effectively. An individual with potentials joins a firm not for job but for career development. An organization has to provide better opportunities to its employees in their career development and also use their efficient services for the benefit of the organization. MEANING OF CAREER PLANNING (WHAT IS CAREER PLANNING?):Career planning is one important aspect of human resource planning and development. Every individual who joins an organization desires to make a good career for himself within the organization. He joins the organization with a desire to have a bright career in terms of status, compensation payment and future promotions. From the point of view of an organization, career planning and development have become crucial in management process. An organization has to provide facilities/opportunities for the career development of individual employees. If the organizations want to get the best out of their employees, they must plan regularly the career development programmes in their organizations. In brief, career planning refers to the formal programmes that organizations implement to increase the effectiveness and efficiency of the human resources available. Career planning and development is the responsibility of the HR department of the organization. As already noted, every person joining an organization has a desire to make career as per his potentiality, ability, skills and so on. NEED/PURPOSE/OBJECTIVES OF CAREER PLANNING:1) To map out careers of employees as per their ability and willingness and to train and develop them for higher positions. 2) To attract and retain the right type of persons in the organization. 3) To utilize available managerial talent within the organization fully. 4) To achieve higher productivity and organizational development. 5) To provide guidance and assistance to employees to develop their potentials to the highest level. 6) To improve employee morale and motivation by providing training and opportunities for promotion. SCOPE OF ORGANISATIONAL CAREER PLANNING:The following activities/areas are covered within the scope of organizational career planning: a) HUMAN RESOURCE FORECASTING AND PLANNING:Here, efforts will be made to identify the number of employees required in future. In addition, the selection procedure will be adjusted with the overall strategic goals of the organization. b) CAREER INFORMATION:Here, information relating to career opportunities (promotions, training for self development, etc) will be supplied to employees. Supplying career information/opportunities has special significance as this motivates employees to grow and reach to higher position. c) CAREER COUNSELLING:Such counselling is next to supplying career information. Career counselling is possible by senior executives through periodic discussions with their subordinates. Such career guidance encourages subordinate employees to take interest in certain areas where suitable opportunities of career development are available. It is a type of internal guidance and motivation of employees for the selection of possible career paths. Such counselling is needed when employees have to plan their own careers and develop themselves for career progress. d) CAREER PATHING:Management now plans job sequences for transfers and promotions of their employees. This makes transfers and promotions systematically with advance information to employees. Career pathing creates suitable mental make up of employees for self development. e) SKILL ASSESSMENT TRAINING:Training is essential for career planning and also for manpower development. Along with job analysis, organizational and job manpower requirement analysis should be undertaken by the management. This prepares proper background for the introduction of career planning programmes for employees. ADVANTAGES OF CAREER PLANNING:A properly designed system of career planning can provide the following benefits:

Career planning helps an employee to know the career opportunities available in an organization. Career planning encourages him to avail of the training and development facilities in the organization so as to improve his ability to handle new and higher assignments. iii. Career planning involves a survey of employee abilities and attitudes. It becomes possible, therefore to group together people talking on a similar wavelength and place them under supervisors who are responsive to that wavelength. iv. Career planning anticipates the future vacancies that may arise due to retirement, resignation, death, etc. at managerial level. Therefore, it provides a fairly reliable guide for manpower forecasting. v. Career planning facilitates expansion and growth of the enterprise. The employees required to fill job vacancies in future can be identified and developed in time. DISADVANTAGES/LIMITATIONS OF CAREER PLANNING:The main problems in career planning are as follows: i. Career planning can become a reality when opportunities for vertical ability are available. Therefore, it is not suitable for a very small organization. ii. In a developing country like India, environmental factors such as government policy, public sector development, growth of backward areas, etc. influence business and industry. Therefore, career plans for a period exceeding a decade may not be effective. iii. Career planning is not an effective technique for a large number of employees who work on the shop floor, particularly for illiterate and unskilled workers. iv. In family business houses in India, members of the family expect to progress faster in their career than their professional colleagues. This upset the career planning process. v. Systematically career planning becomes difficult due to favouritism and nepotism in promotions, political intervention in appointments and reservations of seats for scheduled castes/tribes and backward classes. HOW TO INTRODUCE CAREER PLANNING PROGRAMME? (PROCESS OF CAREER PLANNING):It is not easy to introduce career development programme at the level of an organization. Moreover, such career development planning is a continuous activity. What is happening in most of the organizations is that this concepts is given only lip service and theoretical importance. If the organization wants to get the best out of their employees, it must plan the career developments programmes continuously and effectively in its organization. DETAILS OF THE STEP IN CAREER PLANNING:1) ANALYSIS OF PERSONEL SITUATION:This is the first step which needs to be completed before the introduction of career planning programme. This relates to a time from which career planning is to be introduced. Here, the base line will be prepared to help the planners to make projections for the planning period and to help in the evaluation of plans. In order to analyze the present career situation, the following information will be required: i. Total number of employees their age distribution, qualifications, positions, specializations, etc. ii. Structure broad as well as detailed and the qualifications required for each grade. iii. Personnel need of the organization. (Category wise) iv. Span of control available within the organization. v. Field staff at head office with necessary details, and vi. Facilitates available for training and development within and outside the organization. The information collected on these aspects serves as the base for the preparation of career development plan for the future period. 1. ANALYSIS OF PESONNEL SITUATION 2. PROJECTION OF PERSONNEL SITUATION 3. 4. 5. IDENTIFYING CAREER NEEDS SELECTION OF PRIORITIES DEVELOPMENT OF CAREER PLANS

i. ii.

6. WRITE UP OF FORMULATED CAREER PLANS 7. MANAGERIAL PLANNING

8. 9. 10.

IMPLEMENTATION REVIEW AND EVALUATION FUTURE NEEDS

2) PROJECTION OF PERSONNEL SITUATION:In this second step, an attempt is being made to find out the situation likely to develop after the completion of career development plan. This can be done on the basis of assumption which can predict what is likely to happen at the close of the career development plan. 3) IDENTIFYING OF CAREER NEEDS:In this third step of career development plan, efforts are made to find out precisely the career development needs of the future period. It is possible to identify the scope and limitations of career development needs on the basis of the data collected (through personnel inventory of the organization, employee potentials, and appraisal of employees). 4) SELECTION OF PRIORITIES:It is rather difficult to meet all the needs of the employees and the organization for career development immediately i.e. through one career development plan. Naturally, there is a need to select the pressing and urgent problems of employees and organization. In addition, other factors such as technical, financial and administrative must be taken into consideration while finalizing the priorities. 5) DEVELOPMENT OF CAREER PLAN:This is the most important step in the whole process of career developing plan. Such plan must describe the following in concrete form/forms: a. What is to be attained/achieved? b. The extent to which it is to be attained, c. The employees involved, d. The department in which the proposed plan will operate; e. The length of time required the achieving the goals. In order to execute the career development plan, the organization should: a) Introduce systematic policies and programmes of staff training and career development for all categories of employees so as to enable them to: I. Improve their level of skill and knowledge; II. Gain wider experiences; and III. Assume higher responsibilities. b) Establish and effectively implement a system of study leave; c) Develop the experience of the employees by encouraging their rotation from one region to another; d) Take positive steps to encourage career development, such as: I. Providing within the organization;

II. Giving priorities in the filling of vacancies in the following order for: 1. promotion within the organization; 2. Transfer within the organization; IV.
3. Outside recruitment. III. Removing artificial barriers to promotion; Establishing a register of employees for promotion on merit-cum-seniority basis; WRITE-UP OF FORMULATED PLAN:- After deciding the priorities of career development plan, the next major step is to prepare a write up (brief report) of the career plan. This writ-up should contain all necessary details such as schedule (time sequence of plan), procedures and other details so that the evaluation of the plan will be easy and meaningful. 6) MONITORING PLANNING i.e. MONITORING OF CAREER DEVELOPMENT PLAN:Monitoring of the plan is essential for its effective execution. Expected results/benefits will be available only when the plan is implemented properly. Planned (expected) targets and targets actually achieved can be compared through suitable monitoring of the plan. The gap between the two (i.e. short falls) can be located quickly. In addition, suitable remedial measures can be taken to rectify the shortfalls. 7) IMPLEMENTATION (OF CAREER DEVELOPMENT PLAN):Implementation/execution of the plan is an integral aspect of planning process itself. For effective implementation, cooperation and co-ordination at all levels is necessary. The implementation needs proper monitoring so as to avoid possible shortfalls. 8) REVIEW AND EVALUATION OF CAREER PLANS:A plan needs periodical review. Such evaluation avoids mistakes, deficiencies, etc during the implementation stage. It is built-in device to measure the effectiveness of the plan. Actual benefits available will be known only through such review and evaluation. Such evaluation should be done by experts. It should be conducted systematically and also impartially. 9) FUTURE NEEDS:This is the last step/stage of the current career development plan and the first step/stage of the next plan. Here, on the basis of the achievements of the current plan, the career needs of the future period (of employees and also of the organization) are estimated. The new priorities are decided and the details of the new career development plan are prepared. Planning is a continuous process/activity. This rule is applicable to career development plans of an organization. CAREER STAGES:-Education is thought of in terms of employment. People go for school and college education and prepare for their occupation. Very few people stick to the same job throughout their life. Most of them switch job either within the organization or in some other organization. Chances are they change jobs, depending on available opportunity, several times before retirement. Where opportunity is restricted they continue with the same job. They go through the following stages: 1) EXPLORATION:-Almost all candidates who start working after college education start around mid-twenties. Many a time they are not sure about future prospects but take up a job in anticipation of rising higher up in the career graph later. From the point of view of organization, this stage is of no relevance because it happens prior to the employment. Some candidates who come from better economic background can wait and select a career of their choice under expert guidance from parents and well-wishers. 2) ESTABLISHMENT:-This career stage begins with the candidate getting the first job getting hold of the right job is not an easy task. Candidates are likely to commit mistakes and learn from their mistakes. Slowly and gradually they become responsible towards the job. Ambitious candidates will keep looking for more lucrative and challenging jobs elsewhere. This may either result in migration to another job or he will remain with the Same job because of lack of opportunity. 3) MID-CAREER STAGE:-This career stage represents fastest and gainful leap for competent employees who are commonly called climbers. There is continuous improvement in performance. On the other hand, employees who are unhappy and frustrated with the job, there is marked deterioration in their performance. In other to show their utility to the organization, employees must remain productive at this stage. climbers must go on improving their own performance. Authority, responsibility, rewards and incentives are highest at this stage. Employees tend to settle down inn their jobs and job hopping is not common. 4) LATE CAREER:-This career stage is pleasant for the senior employees who like to survive on the past glory. There is no desire to improve performance and improve past records. Such employees enjoy playing the role of elder statesperson. They are expected to train younger employees and earn respect from them.

5) DECLINE STAGE:-This career stage represents the completion of ones career usually culminating into
retirement. After decades of hard work, such employees have to retire. Employees who were climbers and achievers will find it hard to compromise with the reality. Others may think of life after retirement. HIGH EXPLORATION ESTABLISHMENT MID-CAREER LATE CAREER DECLINE

LOW

35 45 55 60 AGE STAGES IN CAREER DEVELOPMENT CONCEPT/INTRODUCTION TO CAREER DEVELOPMENT:Career development consists of the personal actions one undertakes to achieve a career plan. The terms career development and employee development need to be differentiated at this stage. Career development looks at the longterm career effectiveness of employees where as employee development focuses of effectiveness of an employee in the immediate future. The actions for career development may be initiated by the individual himself or by the organization. INDIVIDUAL CAREER DEVELOPMENT:-Career progress and development is largely the outcome of actions on the part of an individual. Some of the important steps that could help an individual cross the hurdles on the way up may include: I. PERFORMANCE:-Career progress rests largely on performance. If the performance is sub-standard, even modest career goals cant be achieved. II. EXPOSURE:Career development comes through exposure, which implies becoming known by those who decide promotions, transfers and other career opportunities. You must undertake actions that would attract the attention of those who matter most in an organization. III. NETWORKING:Networking implies professional and personal contacts that would help inn striking good deals outside (e.g., lucrative job offers, business deals, etc.). for years men have used private clubs, professional associations, old-boy networks to gain exposure and achieve their career ambitions. IV. LEVERAGING:Resigning to further ones career with another employer is known as leveraging. When the opportunity is irresistible, the only option left is to resign from the current position and take up the new job (opportunity in terms of better pay, new title, a new learning experience, etc.). however, jumping the jobs frequently (job-hopping) may not be a good career strategy in the long-run. V. LOYALTY TO CAREER:Professionals and recent college graduates generally jump jobs frequently when they start their career. They do not think that career-long dedication to the same organization may not help them further their career ambitions. To overcome this problem, companies such as Infosys, NIIT, WIPRO (all information technology companies where the turnover ratios are generally high) have come out with lucrative, innovative compensation packages in addition to employee stock option plans for those who remain with the company for a specified period. VI. MENTORS AND SPONSORS:-

25

A mentor is, generally speaking, an older person in a managerial role offering informal career advice to a junior employee. Mentors take junior employees under their protg and offer advice and guidance on how to survive and get ahead in the organization. They act as role models. A sponsor, on the other hand, is someone in the organization who can create career development opportunities. ORGANISATIONAL CAREER DEVELOPMENT:-