HRM Notes

Mgmt study material created/ compiled by - Commander RK Singh rajeshsingh_r_k@rediffmailcom
HUMAN RESOURCE MANAGEMENT

Page 1 of 74 - Human Resource Management Notes
Jamnalal Bajaj Institute of Mgmt Studies
INDEX
SL SUBJECT PAGE
1. HUMAN RESOURCE MANAGEMENT ( H R M ) 3
2. STRATEGIC HUMAN RESOURCE MANAGEMENT 9
3. HUMAN RESOURCE DEVELOPMENT 11
4. TEAM EFFECTIVENESS 13
5. HUMAN RESOURCE PLANNING ( H R P ) 14
. JOB ANAL!SIS 2"
#. JOB DESCRIPTION 21
$. JOB SPECIFICATION 22
9. JOB EVALUATION 23
1". JOB DESIGN 25
11. JOB SATISFACTION 2$
12. %OR& SAMPLING 2$
13. RECRUITMENT 31
14. SELECTION 35
15. TRAINING ' DEVELOPMENT 3$
1. INDUCTION ' ORIENATION 44
1#. MULTI(S&ILLING 4#
1$. CHANGE MANAGEMENT 49
19. PERFORMANCE APPRAISALS 5
2". HUMAN RESOURCE AUDIT 2
21. MOTIVATION THEORIES 4
22. MORALE #
23. PERSONNEL POLICIES $
24. UNIONS #1
25. ORGANI)ATIONAL DO%NSI)ING #3
%HAT I S HRM *
ME ANI NG OF HRM
HRM is a management function that helps organisation to recruit, select, train, develop and
manage its members. Simply stated, HRM is all about management of people in the
organisation from Recruitment to Retirement. HRM refers to set of programs, functions,
and activities designed and carried out in order to maximise both employee as well as
organisational effectiveness.
!efinition "
HRM is planning, organizing, directing and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the end that
individual, organizational and social obectives are accomplished.!
!efinition #
HRM is concerned with the people dimensions in management. Since every organization
is made up of people, ac"uiring their services, developing their s#ills, motivating them to
higher levels of performance and ensuring that they continue to maintain their commitment
to the organization are essential to achieving organizational obectives. $his is true,
regardless of the type of the organization % government, business, education, health,
recreational, or social action.!
OB J E CT I V E S OF HRM
&. $rgani%ational $bjecti &es + $o assist the organization to achieve its primary
obectives, whether it is profit ma#ing or charity or social agenda.
'. Societal $bjecti&es' $o be responsive to the needs and challenges of the society
while minimizing the negative impact, if any, of such demands upon the organization.

(. (unctional $bjecti&es + $o maintain department)s contribution and level of
services at a level appropriate to the organization)s needs.

*. )ersonal $bjecti &es' $o assist employees in achieving their personal goals, at least
in so far as these goals enhance the individual)s contribution to the organization. $his is
necessary to maintain employee performance and satisfaction for the purpose of
maintaining, retaining and motivating the employees in the organization.
S COP E OF HRM
+rom E,-./ to E01- or R23.41-52,- to R2-1.252,- of an employee in the organization
+ollowing are the areas of operation of HRM,
&. Human Resource -lanning
'. .ob /nalysis
(. .ob 0esign
*. Recruitment 1 Selection
2. 3rientation 1 -lacement
4. $raining 1 0evelopment
5. -erformance /ppraisals
6. .ob 7valuation
8. 7mployee and 7xecutive Remuneration
&9. Motivation
&&. :ommunication
&'. ;elfare
&(. Safety 1 Health
&*. <ndustrial Relations
=ased on the above activities, we can summarize the scope of HRM into following seven
different categories,
&. <ntroduction to HRM
'. 7mployee Hiring
(. 7mployee and 7xecutive Remuneration
*. 7mployee Motivation
2. 7mployee Maintenance
4. <ndustrial Relations
5. -rospects of HRM
ROL E OF HRM
&. *d&isory Role' HRM advises management on the solutions to any problems
affecting people, personnel policies and procedures.
>a? P2.67,,28 P7813126+ 3rganization Structure, Social Responsibility,
7mployment $erms 1 :onditions, :ompensation, :areer 1 -romotion,
$raining 1 0evelopment and <ndustrial Relations.
>b? P2.67,,28 P.73294.26+ Relating to manpower planning procedures,
recruitment and selection procedures, and employment procedures, training
procedures, management development procedures, performance appraisal
procedures, compensation procedures, industrial relations procedures and
health and safety procedures.
'. (unctional Role' $he personnel function formulates personnel policies in
accordance with the company)s doctrine and management guidelines. <t provides
guidance to managers to help them ensure that agreed policies are implemented.
(. Ser&ice Role' -ersonnel function provides personnel services. $hese services
constitute the main activities carried out by personnel department, li#e payroll,
disciplinary actions, etc, and involve the implementation of the policies and
procedures described above.
ROL E OF HR MANAGE RS
&. +umanitarian Role' Reminding moral and ethical obligations to employees.
'. Counsellor' :onsultations to employees about marital, health, mental, physical and
career problems.
(. Mediator' -laying the role of a peacema#er during disputes, conflicts between
individuals and groups or management.
*. Spokesman' $o represent the company in Media and other forums because he has
better overall picture of his company)s operations.
2. )roblem Sol&er' Solving problems of overall human resource management and long@
term organizational planning.
4. Change *gent' <ntroducing and implementing institutional changes and installing
organizational development programs
5. Management of Manpo,er Resources' =roadly concerned with leadership both in
the group and individual relationships and labour@management relations.
OB J E CT I V E S V: 6 F UNCT I ONS OF HRM
HRM O;<23-1=26 S4>>7.-1,? HRM F4,3-17,6
Social 3bectives >(? >a? Aegal :ompliance
>b? =enefits
>c? Bnion Management
Relations
3rganizational 3bectives >5? >a? Human Resource -lanning
>b? 7mployee Relations
>c? Recruitment 1 Selection
>d? $raining 1 0evelopment
>e? -erformance /ppraisals
>f? -lacement 1 3rientation
>g? 7mployee /ssessment
+unctional 3bectives >(? >a? -erformance /ppraisals
>b? -lacement 1 3rientation
>c? 7mployee /ssessment
-ersonal 3bectives >2? >a? $raining 1 0evelopment
>b? -erformance /ppraisals
>c? -lacement 1 3rientation
>d? :ompensation
>e? 7mployee /ssessment
MANAGE RI A L F UNCT I ONS OF HRM
&. )lanning' Research and plan about wage trends, labour mar#et conditions, union
demands and other personnel benefits. +orecasting manpower needs etc.
'. $rgani%ing' 3rganizing manpower for the achievement of organizational goals and
obectives.
(. Staffing' Recruitment 1 Selection
*. !irecting' <ssuance of orders and instructions, providing guidance and motivation to
managers and employees.
2. Controlling' Regulating personnel activities and policies according to plans.
3bservations and comparisons of deviations
OP E RATI ONAL F UNCT I ONS OF HRM
&. )rocurement' -lanning, Recruitment and Selection, <nduction and -lacement
'. !e&elopment' $raining, 0evelopment, :areer planning and counselling.
(. Compensation' ;age and Salary determination and administration
*. -ntegration' <ntegration of human resources with organization.
2. Maintenance' Sustaining and improving wor#ing conditions, retentions, employee
communication
4. Separations' Managing separations caused by resignations, terminations, lay offs,
death, medical sic#ness etc.
CHAL L E NGE S OF HRM I N I NDI AN E CONOM!
$he ob of HRM department in <ndia has never been so challenging. Aast decade has
witnessed tectonic shift in .ob mar#et. +rom being an employer)s mar#et, it has suddenly
turned into employee)s mar#et, especially in the most crucial segment, ie middle
management. Clobalisation and <ndia)s growing stature in the world has seen demand for
<ndian managers soaring. +rom the state of plenty, there is a stage of scarcity of the right
talent. $he biggest challenge is to retain the talent one has so assiduously hunted and
trained. $he attrition rate has reached alarming proportions. <t has reached such proportions
that certain segments of <ndustry are maintaining bench strengths to fill in the sudden gaps
due to resignations. <n addition, there are following new issues,
&. .lobali%ation' Crowing internationalization of business and wor#force has its
impact on HRM in terms of problems of unfamiliar laws, languages, practices, attitudes,
management styles, wor# ethics and more. HR managers have a challenge to deal with
more and more heterogeneous functions and more involvement in employee)s personal life.
'. Corporate Re-organi%ations' Aiberalisation has led to largescale reorganization
of businesses in terms of expansions, mergers and ac"uisitions, oint ventures, ta#e overs,
and internal restructuring of organizations. <n circumstances as dynamic and as uncertain as
these, it is a challenge to manage employees) anxiety, uncertainties, insecurities and fears.
(. /e, $rgani%ational (orms' 7xposure to international business and practices
have led to change in the organisational structure and HR policies of the local companies.
$a#e for instance, the hierarchical structure of <ndian companies. Suddenly, <ndian
companies have begun to adopt flat hierarchical management structure. =ut to implement
and grout such fundamental changes in management philosophy of any company is never
easy. $he challenge for HRM is to cope with the implications of these new relations in
place of well established hierarchical relationships that existed within the organizations for
ages in the past.
*. Changing !emographics of 0orkforce' :hanges in wor#force are largely
reflected by dual career couples, large chun# of young blood with contrasting ethos of wor#
among old superannuating employees, growing number of women in wor#force, wor#ing
mothers, more educated and aware wor#ers etc. $hus, changing demography of wor#force
has its own implications for HR managers and a true challenge to handle.
2. Changed 1mployee 12pectations' ;ith the changes in wor#force
demographics, employee expectations and attitudes have also transformed. $raditional
allurements li#e ob security, house, and remunerations are not much attractive today.
Rather, employees are demanding empowerment and e"uality with management. Hence, it
is a challenge for HRM to redesign the profile of wor#ers, and discover new methods of
hiring, training, remunerating and motivating employees.
4. /e, -ndustrial Relations *pproach' <n the changed industrial climate, even
trade unions have realised that stri#es and militancy have lost their relevance and not many
wor#ers are willing to oin them and disrupt wor#. However, the problems faced by
wor#force now have different dimension for the management. $hey manifest in the form of
increased attrition rate. Bnsatisfied employees instead of approaching the management for
resolution, often ta#e up the new ob. $he challenge before the HRM is find ways and
means to feel the pulse of employees and address the issues on proactive basis.
5. Rene,ed )eople (ocus' @Man behind the machine is most important than the
machine!. $his is an old doctrine of the /rmed +orces. However, this doctrine has begun to
gain acceptance in the corporate world and thus all out efforts to grab the best talent at what
ever cost.
6. Managing the Managers' Managing the managers is most difficult. /rmed with
inside information, they can not be lured with rosy promises. $hey are in great demand too
with growth in economy. $hese are the people who are most mobile, attrition rate being
highest for the unior and middle management level. $he challenge of HRM is how to
manage this tribeD
8. 0eaker Section3s -nterests' /nother challenge for HRM is to protect the interest
of wea#er sections of society. $he dramatic increase of women wor#ers, minorities and
other bac#ward communities in the wor#force, coupled with wea#ening of trade unions,
has resulted in the need for organizations to re@examine their policies, practices and values.
<n the name of global competition, productivity and "uality, the interests of the society
around should not be sacrificed. <t is a challenge of today)s HR managers to see that these
wea#er sections are neither denied their rightful obs nor are discriminated while in service.
&9. Contribution to the Success of $rgani%ations' $he biggest challenge to an
HR manager is to ma#e all employees contribute to the success of the organization in an
ethical and socially responsible way. =ecause society)s well being to a large extent depends
on its organizations.
S TRATEGI C HUMAN RES OURCE
MANAGEMENT
Strategy'
Strategy is a way of doing something. <t includes the formulation of goals and setting of
action plans for accomplishment of that goal.!
Strategic Management'
/ -rocess of formulating, implementing and evaluating business strategies to achieve
organizational obectives is called Strategic Management!
!efinition of Strategic Management
Strategic Management is that set of managerial decisions and actions that determine the
long@term performance of a corporation. <t includes environmental scanning, strategy
formulation, strategy implementation, evaluation and control.!
$he study of strategic management therefore emphasizes monitoring and evaluating
environmental opportunities and threats in the light of a corporation)s strengths and
wea#nesses.
S T E P S I N S T RATE GI C MANAGE ME NT
&. 1n&ironmental Scanning' /nalyze the 3pportunities and $hreats in 7xternal
7nvironment
'. Strategy (ormulation' +ormulate Strategies to match Strengths and ;ea#nesses. <t
can be done at :orporate level, =usiness Bnit Aevel and +unctional Aevel.
(. Strategy -mplementation' <mplement the Strategies
*. 1&aluation 4 Control' 7nsure the organizational obectives are met.
I MP ORTANC E ' B E NE F I T S OF S T RATE GI C
MANAGE ME N T
&. /llows identification, prioritization and exploration of opportunities.
'. -rovides an obective view of management problems.
(. Represents framewor# for improved co@ordination and control
*. Minimizes the effects of adverse conditions and changes
2. /llows maor decisions to better support established obectives
4. /llows more effective allocation of time and resources
5. /voids ad hoc decisions
6. Helps to integrate the individual behaviours
8. 7ncourages forward thin#ing
&9. 7ncourages favourable attitude towards change.
ROL E OF HRM I N S T RATE GI C MANAGE ME N T
Role in Strategy (ormulation' HRM is in a uni"ue position to supply competitive
intelligence that may be useful in strategy formulation. 0etails regarding advanced
incentive plans used by competitors, opinion survey data from employees, elicit
information about customer complaints, information about pending legislation etc. can be
provided by HRM. Bni"ue HR capabilities serve as a driving force in strategy formulation.
Role in Strategy -mplementation' HR Manager helps strategy implementation by
supplying competent people. /dditionally, HRM facilitates strategy implementation by
encouraging proactive thin#ing, communicating goals and improving productivity and
"uality.
HUMAN RES OURCE DEVELOPMENT
Human Resource 0evelopment is a process to help people to ac"uire competencies and to
increase their #nowledge, s#ills and capabilities for better performance and higher
productivity.

!efinition "'

HR0 is a process of enhancing the physical, mental and emotional capacities of individuals
for productive wor#.
!efinition #'
HR0 means to bring about the possibility of performance improvement and individual
growth.
P ROACT I V E HRD S T RATE GI E S F OR L ONG
T E RM P L ANNI NG AND GRO%T H
Ai#e "uoted earlier, employee retention has become bigger challenge than employee hiring
today. ;ith trade unions breathing their last, and easy ob availability, employees have
developed propensity to switch obs for minor reasons without voicing their protest. $hus,
HR0 has to ta#e a proactive approach, that is, to see# preventive care in human relations.
=y using HR0 strategies, maximization of efficiency and productivity could be achieved
through "ualitative growth of people.
Aong@term growth can also be planned by creating highly inspired groups of employees
with high aspirations to diversify around core competencies and to build new
organizational responses for coping with change.
/ proactive HR0 strategy can implement plans directed at improving personal competence
and productive potentials of human resources.
+ollowing strategic choices can be considered which would help today)s organizations to
survive and grow.
Change Management' Manage change properly and become an effective change agent
rather than being a victim of change itself.
5alues' /dopt proactive HR0 measures, which encourage values of trust, autonomy,
proactive approach and experimentation.
Ma2imi%e )roducti&ity and 1fficiency' Maximize productivity and efficiency of the
organization by helping "ualitative growth of people
TEAM EFFECTI VENES S
!efinition'
/ team is a small group of people who agree to wor# together for achieving a clear and
identifiable set of goals.
6eams Can be 5ery 1ffecti&e
$he benefit of teams lie in Synergy which means % $he whole is greater than sum of its
parts. $hus, a team is able to produce more than the sum of individuals wor#ing separately.
/ team benefits from complementing and some times contrasting abilities of its members.
$eams can bring to bear a wider range of s#ills and experience to solve a problem. $eams
often lead to better "uality decisions as individual whims and preudices are #ept in chec#.
+urther, members of team have an obligation to each other and thus there is a moral
forceEbinding to perform.
T E AM E F F E CT I V E NE S S
+or a team to be effective, following are the prere"uisites,
&. Harmony and trust among the team members
'. 7ffective leadership
(. Shared goals
*. 0iverse s#ills and experience @ technical, problem solving and interpersonal s#ills
2. :reativity and ris# ta#ing ability
4. +reedom to voice views
5. /bility to self@correct
6. <nterdependent wor#
8. 7ffective decision ma#ing process
&9. /bility to resolve conflict
&&. :lear communication channels
Synergy among the team members is very important. $he team needs a clear sense of
direction which the leader provides. Harmony and trust among the group members is
utmost essential. <n any group, conflicts are inevitable, how ever harmonious it may be.
$here has to be a well formulated policy for conflict management. 0ecision ma#ing is a
source of potential conflicts. / well charted course for decision ta#ing will be able to
minimise such conflicts.
HUMAN RES OURCE PLANNI NG ( H R P)
Human Resource -lanning, as the name suggests, is the process of identificationE
forecasting a firm)s future re"uirement of type and number of people in order to meet the
organisational goals and obectives. <t is a continuous process either due to fresh
re"uirement of manpower owing to changeEgrowthEdiversification of business or due to
attrition of manpower due to retirement, termination, death, disability or resignations.
!efinition "'
HR- includes estimation of how many "ualified people are necessary to meet the future
business re"uirement, how many people will be available, and what, if anything, must be
done to ensure availability of personnel e"uals the demand at all times in the future.!
!efinition #'
HR- is a -rocess, by which an organization ensures that it has the right number of right
#ind of people at the right place, at the right time, capable of effectively and efficiently
completing those tas#s that will help the organization achieve its overall obectives.!
NE E D ' I MP ORTANCE OF HRP
Human Resource comes at a cost and generates profits. ;hile excess of human resource
will lead to unproductive costs, shortages of same will lead to idling of other resources and
impede profit generation. Having the people is not enough. 7ach ob needs specific s#ills
and experience and only a certain trained personnel can do it effectively. $herefore, it is
necessary that right #inds of people are hired for each ob.
-ersonnel re"uirement is never static. Manpower wastages in the organisation #eep ta#ing
place regularly due to retirement, inury, resignations, termination, etc. <n addition, changes
in the business environment, business model and plan, capacityEproduct changes,
diversifications, etc, also generate need to review the human resource re"uirement of the
organisation.
:hanges in the =usiness 7nvironment in the past one and half decade have led to relative
scarcity of talented people. Right #inds of people are no more available at short notice.
$here is considerable time gap between identifying the need for manpower and filling the
vacancy, some times stretching between 4 months to one year. $hus, it will help the
company if the re"uirement is forecasted ade"uately in advance to enable hiring of right
#ind of personnel ust in time so that neither the machinesEother resource idle for want of
manpower nor do the people idle. /t the same time, there could be situations when there is
spare manpower in the company. :ompany may have changed over to a new technology
productions and therefore all personnel trained in old machines may have become
redundant and surplus. $he 7xit -olicy! for wor#ers is not easy and they can not be
released at short notice. Re@training or retrenchment of personnel has to be planned in
advance.
<n <ndia services is growing at a fast pace. <t has already overta#en agriculture and
<ndustrial production sectors to become the biggest contributor to C0-. <n service industry,
human capital is the most important asset. HR- bears a disproportionate importance in this
industry.
(oundation of )ersonnel (unctions ' HR- provides for not only front line
manpower but also caters for support staff re"uirement which are called -ersonnel
+unctions! li#e recruitment, selection, personnel development, training and
development etc. Aarge scale changes in frontline staff will have proportional
changes in re"uirement of support staff as well which can be planned alongside.
HRP S !S T E M
HR- System as such includes following elements or sets for planning.
=usiness 7nvironment
3verall 3rganization 3bectives
+orecasting Manpower Feeds
/ssessing Manpower Supply
Matching Manpower 0emand@Supply factors
=ased on these elements we can draw HR- System /rchitecture! as under.
=usiness 7nvironment
3rganization 3bectives 1 Coals
Manpower +orecast Manpower Supply /ssessment
Manpower -rogramming
Manpower <mplementation
:ontrol 1 Manpower
7valuation
Surplus Manpower Shortage of Manpower
HRP P ROCE S S
$rgani%ational $bjecti&es 4 )olicies'
3rganizational obectives and policies give a clue to future re"uirement of manpower. /
company planning expansion would re"uire more manpower in near future. Gind of people
re"uired would be dictated by technology being planned for expansion. HR- needs to align
hiring of people with these elements. <n addition, company)s policies towards its manpower
policies, li#e using internal resources for promotion or external resources or dependence on
certain caste or region for some obs have also to be catered for. Cuarati companies in
diamond business hire only guaraties. Similarly, certain =usiness Houses from Raasthan
prefer Raasthanies. So, HR- process will be dictated by following organisational policies,

&. <nternal Hiring or 7xternal HiringD
'. $raining 1 0evelopment plans
(. Bnion :onstraints
*. .ob enrichment issues
2. Rightsizing organization
4. /utomation needs
5. :ontinuous availability of adaptive and flexible wor#force
Manpo,er !emand (orecasting' <t is the process of estimating the future "uantity and
"uality of people re"uired. $he basis should be long term corporate plans. 0emand
forecasting should be based on following factors.
-nternal (actors' -
-roduction levels
Few products and services
3rganizational structure
7mployee separation
=udget constraints
12ternal (actors'
7conomic climate
Aaws and regulatory bodies
$echnology changes
Social +actors
Aegal re"uirements with regards to reservations
Manpo,er Supply (orecasting' $his process measures the number of people li#ely to
be available from within and outside the organization after ma#ing allowance for
absenteeism, internal movements and promotions, wastages, changes in hours and other
conditions of wor#.
Supply *nalysis co&ers'
E016-1,? H45A, R2674.326+ HR /udits facilitate analysis of existing employees
with s#ills and abilities. $he existing employees can be categorized as s#ills
inventories >non@managers? and managerial inventories >managers?.
S#ill inventory would include the followingH
-ersonal data
S#ills
Special Iualifications
Salary
.ob History
:ompany data
:apabilities
Special preferences
Management inventories would include the following,
;or# History
Strengths
;ea#nesses
-romotion -otential
:areer Coals
-ersonal 0ata
Fumber and $ypes of Subordinates supervised
$otal =udget Managed
-revious Management 0uties
-nternal Supply *ssessment'
<nflows and outflows >transfers, promotions, separations, resignations,
retirements etc.?
$urnover rate >Fo. 3f separations p.a. E /verage employees p.a. J &99?
:onditions of wor# >wor#ing hours, overtime, etc.?
/bsenteeism >leaves, absences?
-roductivity level
.ob movements >.ob rotations or cross functional utilizations?
12ternal Supply *ssessment' 7xternal sources are re"uired for following reasons
Few blood,
Few experiences
Replenish lost personnel
3rganizational growth
0iversification
7xternal sources can be colleges and universities, consultants, competitors and
unsolicited applications.
S UCCE S S I ON P L ANNI NG
Meaning of Succession )lanning
Succession planning is the process or activities connected with the filling of #ey positions
in the organization hierarchy as vacancies arise. Succession planning focuses on
identification of future vacancies and locating the probable successor. +or example in
succession planning the #ey concern can be who will be next :73 or what will happen if
the Mar#eting Manager retires in coming March. Crooming a person to fill an important
position may ta#e years. Succession planning involves identification of #ey positions in the
company and then scouting for people who can effectively fill those positions at short
notice.
-mportance of Succession )lanning
&. Succession planning helps when there is a sudden need due to ob hoppingEdeath of
serious inury to a #ey employee.
'. $here is little or no set bac# due to absence of #ey employee.
(. /cts as a motivator for the individual employee who comes to #now of the
impending promotion in advance.
*. Succession planning helps create loyalty towards the organization and improved
motivation and morale of individual employees.
2. 3rganization gains stable wor#force and low employee turnover.
4. Bltimately organization becomes successful in accomplishing its goals effectively.
CARE E R P L ANNI NG
:areer as a concept means a lifelong se"uences of professional, educational and
developmental experiences that an individual goes through in his wor#ing life. <t is a
se"uence of positions occupied by a person during his life.
:areer planning is the process of identifying an individual)s strengths, wea#nesses,
aptitudes, inclinations, aspirations and attitudes and designing his ob responsibilities to
ta#e maximum advantages of positive traits and minimising the effect negatives traits.
/fter identifying the personality traits of the individual begins the process of identifying
suitable ob billets for him. <t may also involve training at times to strengthen his wea#
areas.
:areer planning is a process of integrating the employees) needs and aspirations with
organizational re"uirements.
/ typical succession planning involves the following activities,

&. /nalysis of the demand for managers and professionals by company
level, function and s#ill.
'. /udit of existing executives and proection of li#ely future supply from
internal and external sources.
(. -lanning of individual career paths based on obective estimates of
future needs and drawing on reliable performance appraisals and assessments of
potential.
*. :areer counselling underta#en in the context of a realistic understanding
of the future needs of the firm as well as those of the individual.
2. /ccelerated promotions with development targeted against the future
needs of the business.
4. -erformance related training and development to prepare individuals for
future roles as well as current responsibilities
5. -lanned strategic recruitment not only to fill short term needs but also to
provide people for development to meet future needs
6. $he actual activities by which openings are filled
J OB ANAL!S I S
!efinition "
.ob /nalysis is a process of collecting and studying the information relating to operations
and responsibilities of a specific ob. $he immediate products of this analysis are K.ob
0escription) and K.ob Specifications).!
!efinition #

<t is a basic technical procedure that is used to define duties and responsibilities and
accountabilities of the ob.!
P URP OS E OF J OB ANAL!S I S + (
+uman Resource )lanning 7+R)8 ' .ob analysis helps in determining
staffing needs, type, "uality and "uantity.
Recruitment 4 Selection ' Gnowing the staffing needs is essential for
Recruitment and Selection % Right person for each ob. Sourcing of recruits also
becomes easy and cost effective
6raining 4 !e&elopment ' .ob analysis is the #ey to determining $raining and
0evelopment programs.
9ob 1&aluation ' .ob evaluation means determination of relative worth of each
ob for the purpose of establishing wage and salary. $his is possible with the help of
ob description and specificationsH i.e. .ob /nalysis.
Remuneration ' .ob analysis also helps in determining wage and salary for the
obs.
)erformance *ppraisal ' .ob analysis helps in fixing the bench mar#s of
performance standards which in turn help in obective -erformance appraisal,
rewards, promotions, etc.

Safety 4 +ealth ' .ob /nalysis helps to uncover hazardous conditions and
unhealthy environmental factors so that corrective measures can be ta#en to
minimize and avoid possibility of human inury.
J OB DES CRI PTI ON
.ob 0escription implies obective listing of the ob title, tas#s, and responsibilities
involved in a ob.!
.ob description is a word picture of the duties, responsibilities and organizational
relationships that constitutes a given ob or position. <t defines wor# assignment and a
scope of responsibility that are sufficiently different from those of the other obs to warrant
a specific title. .ob description is a broad statement of purpose, scope, duties and
responsibilities of a particular ob.
C7 , - 2 , - 6 7 B J 7 ; D2 6 3 . 1 > - 1 7 ,
&. .ob <dentification
'. .ob Summary
(. .ob 0uties and Responsibilities
*. Supervision specification
2. Machines, tools and materials
4. ;or# conditions
5. ;or# hazards
6. 0efinition of unusual terms
F 7 . 5A - 7 B J 7 ; D2 6 3 . 1 > - 1 7 ,
&. .ob $itle
'. RegionEAocation
(. 0epartment
*. Reporting to >3perational and Managerial?
2. 3bective
4. -rincipal duties and responsibilities
J OB S PECI FI CATI ONS
.ob Specification involves listing of "ualifications, s#ills and abilities re"uired in an
employee to meet the ob description. $hese specifications are minimum re"uired to do the
ob satisfactorily.!
<n other words, it is a statement of minimum acceptable physicalEpsychological attributes
and professional s#ills necessary to perform the ob properly. .ob specifications see# to
indicate #ind of persons who can be expected to meet the role re"uirements. $hus, it is
basically concerned with matters of selection, screening and placement and is intended to
serve as a guide in hiring.
C7 , - 2 , - 6 7 B J 7 ; S > 2 3 1 B 1 3 A - 1 7 , 6
&. -hysical :haracteristics
'. -sychological characteristics
(. -ersonal characteristics
*. 7ducational Iualifications
2. S#ill Set and 7xperienceEResponsibilities
4. 0emographic features
.ob specifications can be further divided into three broad categories
&. 7ssential /ttributes
'. 0esirable /ttributes
(. :ontra@<ndicators % /ttributes which are li#ely to act as impediments to success of
ob
J OB EVALUATI ON
.ob evaluation is the process of analyzing and assessing various obs systematically to
ascertain their relative worth in an organization.
.ob 7valuation involves determination of relative worth of each ob for the purpose of
establishing wage and salary differentials. Relative worth is determined mainly on the basis
of .ob 0escription and .ob Specification only. .ob 7valuation helps to determine wages
and salary grades for all obs. 7mployees need to be compensated depending on the grades
of obs they perform. Remuneration must be based on the relative worth of each ob.
<gnoring this basic principle results in ine"uitable compensation and attendant ill effects on
employees) morale. / perception of ine"uity is a sure way of de@motivating an employee.
.obs are evaluated on the basis of content and placed in order of importance. $his
establishes .ob Hierarchies, which becomes the basis for satisfactory wage differentials
among various obs.
.obs are ran#ed >not obholders?
P ROCE S S OF J OB E VAL UATI ON+
&. 0efining obectives of ob evaluation
>a? <dentify obs to be evaluated >=enchmar# obs or all obs?
>b? ;ho should evaluate obD
>c? ;hat training do the evaluators needD
>d? How much time involvedD
>e? ;hat are the criteria for evaluationD
>f? Methods of evaluation to be used
'. ;age Survey
(. 7mployee :lassification
*. 7stablishing wage and salary differentials.
ME T HODS OF J OB E VAL UATI ON
&. *nalytical Methods
>a? P71,- RA,C1,? M2-D796+ 0ifferent factors are selected for different obs with
accompanying differences in degrees and points.
>b? FA3-7. C75>A.167, M2-D79+ $he important factors are selected which can
be assumed to be common to all obs. 7ach of these factors are then ran#ed
with other obs. $he worth of the ob is then ta#en by adding together all the
point values.
'. /on-*nalytical Methods
>a? RA,C1,? M2-D79+ .obs are ran#ed on the basis of their title or contents. Ai#e
Managers, Supervisors, ;or#ers, -eon, etc. /ll managers whether from
production, planning, sales, stores or /llied Services >House Geeping? 0eptt
are treated e"ual. .ob is not bro#en down into factors etc. <t is easier to
implement but not always satisfactory for the employees.
>b? J7; G.A91,? M2-D79+ <t is based on the ob as a whole and the differentiation
is made on the basis of ob classes and grades. Ai#e in a hotel, Receptionist)s
ob may be graded higher than bac# office billing cler#)s ob. Similarly, a
productionEsales manager billet may be graded higher than /llied Services
Manager)s. <n this method it is important to form a grade description to
cover discernible differences in s#ills, importance to company)s core
operations, responsibilities and other characteristics.
P I T FAL L S OF J OB E VAL UATI ON+
&. Sometimes encourages employees to manipulate for promotionEinternal placement
when there may be limited opportunities for enhancement as a result of downsizing.
'. <t promotes internal focus >office politics? instead of customer orientation
(. Fot suitable for forward loo#ing organizations, which may have trimmed multiple ob
titles into two or three broad obs.
J OB DES I GN
<n the most simplified form @ $he process of brea#ingEorganizing wor# into specific tas#s in
order to perform a specific ob is called .ob 0esign. .ob 0esign is the logical Se"uence to
.ob /nalysis. .ob design involves conscious efforts to organise tas#s, duties and
responsibilities into a unit of wor# to achieve certain obective.
Steps in 9ob !esign
&. Specification of <ndividual $as#s
'. Specification of Methods for $as#s -erformance
(. :ombination of $as#s into Specific .obs to be assigned to individuals
FACT ORS AF F E CT I NG J OB DE S I GN
&. $rgani%ational factors
>a? :haracteristics of $as#s >-lanning, 7xecution and :ontrolling of $as#?
>b? ;or# +low >-rocess Se"uences?
>c? 7rgonomics >$ime 1 Motion Study?
>d? ;or# -ractices >Set of ways of performing tas#s?
2. 1n&ironmental (actors
>a? 7mployee /bilities and /vailability
>b? Social and :ultural 7xpectations
3. :eha&ioural 1lements
>a? +eedbac#
>b? /utonomy
>c? Bse of /bilities
>d? Lariety
T E CHNI EU E S OF J OB DE S I GN
&. 0ork Simplification ' .ob is simplified or specialized. $he ob is bro#en down
into small parts and each part is assigned to an individual. $o be more specific,
wor# simplification is brea#ing down the ob to such small tas#s that complexity is
ta#en out of them. Ai#e in a assembly line of car, one person only tighten wheel
nuts with a pneumatic tool which tighten the nuts. $he complexity of ensuring that
each nut is tightened to re"uired degree has been transferred to machine and the
wor#er only applies the tool to the right place. He does not even put the wheel in
place. <n such cases, wor# becomes repetitive in nature. ;or# simplification is used
when obs are not specialized.
'. 9ob Rotation ' Same ob, same people, same surrounding, days over days,
months over months, leads to boredom and even fatigue. /nd it manifests in higher
error rate, fall in productivity, absenteeism, ob hopping, etc. .ob rotation is answer
to such problems. ;hile broadly the ob may remain same, minor variations
between obs are enough to reuvenate the employee. <t not only benefits the
personnel but also the organisation in e"ual measure
>a? B2,2B1- -7 -D2 E5>87/22. <t is a development tool since the employees get
exposure to several obs which develops their personality and employability.
<t improves their self@image and leads to personal growth. Such cross
functional deployments often reveal hidden performance potentialsEs#ills of
many employees in the course of new ob.
>b? B2,2B1-6 -7 -D2 C75>A,/+ Such cross functional #nowledge of employees
provides the company with a fall bac# option in case of absence of any
employee. <t also gives flexibility to the management to reorganise the
functional setup ust in case of need li#e demand pattern shift or change in
business model or any other eventuality. /lso, periodic ob rotation is the
best method to avoid compartmentalisation of departments. Movement of
personnel between departments and first hand #nowledge of limitations and
problems faced by other departments reduces frictions and leads to better
cooperation between them. <nterpersonal bonds developed during in the
course of such cross functional ob rotation further smoothens the
interaction between departments. 3n the negative side, training costs rise
and it can also de@motivate intelligent and ambitious trainees who might
ta#e it as their undesirability in their own department unless it is well laid
down policy of the company.
(. 9ob 1nlargement ' <t means expanding the number of tas#s, or duties assigned
to a given ob. .ob enlargement is naturally opposite to wor# simplification. /dding
more tas#s or duties to a ob does not necessarily mean that new s#ills and abilities
are needed. $here is only horizontal expansion. <t is with same s#ills ta#ing
additional responsibilities li#e increasing the number of machines operators under a
supervisor from &9 to &2. .ob enlargement may involve brea#ing up of the existing
wor# system and redesigning a new wor# system. +or this employees also need to
be trained to adust to the new system. .ob enlargement is said to contribute to
employee motivation but the claim is not validated in practice.
*. 9ob 1nrichment ' .ob enrichment is to add a few more motivators to a ob to
ma#e it more rewarding. / ob is enriched when the nature of the ob is exciting,
challenging, rewarding and creative or gives the ob holder more decision@ma#ing,
planning and controlling powers. /n enriched ob will have more authority,
responsibility, autonomy >vertical enrichment?, more variety of tas#s >horizontal
enrichment? and more growth opportunities. $he employee does more planning and
controlling with less supervision but more self@evaluation. +or example,
transferring some of the supervisor)s tas#s to the employee and ma#ing his ob
enriched. /s per Hertzberg, who was the father of this term, an enriched ob has
eight characteristics,
>a? !irect (eedback' 7mployee should be able to get immediate #nowledge of the
results they are achieving.
>b? Client Relationship' /n employee who serves a client or customer
directly has an enriched ob. $he client can be outside or inside the firm.
>c? /e, ;earning' /n enriched ob allows its incumbent to feel that he is growing
intellectually.
>d? Scheduling $,n 0ork' +reedom to schedule own wor# >autonomy? is ob
enrichment.
>e? <ni=ue 12perience' / enriched ob has some uni"ue "ualities or features.
>f? Control o&er Resources' 3ne approach to .ob enrichment is for the each
employee to have control over his or her resources and expenses.
>g? !irect Communication *uthority' /n enriched ob allows wor#er to
communicate directly with people who use his or her output.
>h? )ersonal *ccountability' /n enriched ob holds the incumbent responsible for
the results. He or she receives praise for good wor# and blame for poor
wor#.
)roblems ,ith 9ob 1nrichment
>a? .ob enrichment is not a substitute for good governance. <f other environmental
factors in the business are not right, mere ob enrichment will not mean
much.
>b? .ob enrichment may have short term negative effects till the wor#er gets used to
the new responsibility.
>c? .ob enrichment itself might not be a great motivator since it is ob@intrinsic
factor. /s per the two@factor motivation theory, ob enrichment is not
enough. <t should be preceded by hygienic factors etc.
>d? .ob enrichment assumes that wor#ers want more responsibilities and those
wor#ers who are motivated by less responsibility, ob enrichment surely de@
motivates them
>e? ;or#ers participation may affect the enrichment process itself.
>f? :hange is difficult to implement and is always resisted as ob enrichment brings
in a changes the responsibility.
2. *utonomous or Self-!irected 6eams ' 7mpowerment results in self@
directed wor# teams. / self@directed team is a group of employees responsible for a
whole wor# segment. $hey wor# together, handle day@to@day problems, plan and
control, and are highly effective team.
J OB S ATI S FACTI ON
.ob satisfaction is self satisfaction derived by an employee in doing the ob he has been
entrusted to do. .ob satisfaction is more a function of the various attitudes possessed by an
employee towards his ob, related factors and life in general than the ob itself. $he
attitudes related to ob may be wages, supervision, steadiness, wor#ing conditions,
advancement opportunities, recognitions, fair evaluation of wor#, social relations on ob,
prompt settlement of grievances etc. / person with a #ind heart will find high level of ob
satisfaction in wor#ing with some agency involved in charitable wor# though the salary
might be relatively less. /n over ambitious person will never find the ob satisfaction.
<n short ob satisfaction is a general attitude towards the ob, which is the result of many
specific attitudes in three areas namely, ob factors, individual characteristics and group
relationships outside the ob.
COMP ONE NT S OF J OB S ATI S FACT I ON
)ersonal factors' Sex, 0ependents, /ge, $imings, <ntelligence, Fatural affinity towards
the ob, 7ducation and -ersonality.
9ob -nherent (actors' Fature of wor#, S#ills, 3ccupational status, Ceography, etc.
Management Controlled (actors' Security, -ayment, +ringe benefits, /dvancement
opportunities and ;or#ing conditions, :o@wor#ers, Responsibilities, Supervision
%OR& S AMPLI NG
!efinition'
M/ measurement techni"ue for the "uantitative analysis of an randomEirregularly occurring
activity.M
ME ANI NG OF %OR& S AMP L I NG
;or# sampling is based on the theory that the characteristics of a sufficiently large sample
represent the actual characteristics of entire population. ;or# sampling operates by an
observer ta#ing a series of random observations on a particular MitemM of interest >machine,
operating room, doc#, etc.? to observe its MstateM >wor#ing, idle, sleeping, empty, etc.?.
;hen enough samples are ta#en, an analysis of the observations yields a statistically valid
indication of the states for each thing analyzed.
/ssume, for example, that you wish to determine the proportion of time a factory operator
is wor#ing or idle. /lso assume that '99 random observations were made of the operator
and during '* of these he or she was observed to be idle. +rom the random samples of his
state you conclude that the individual is wor#ing &54E'99 N 66O of the time.
ADVANTAGE S OF %OR& S AMP L I NG
<t is relatively easy, simple and inexpensive to use and extremely helpful in providing a
deeper understanding of all types of operations.
;hen properly used, it can help pinpoint those areas, which should be analyzed in further
detail and can serve as a measure of the progress being made in improving operations.
EUE S T I ONS OF %OR& S AMP L I NG S T UD!
;hat is our e"uipmentEasset utilizationD
;hen we are not adding value to the product, how are we spending our timeD
How are our inter@dependent systems performingD
;here should we focus our continuous improvement activitiesD
DI S T I NC T I ON B E T %E E N %OR& S AMP L I NG AND
F T I ME S T UDI E S F
=efore we set out to analyse the distinctions between wor# sampling and time studies, let
us understand that the two are as different as chal# and cheese. $he purpose of each is
different and one can not be substituted by the other in most cases. ;hile wor# sampling is
a broad analysis of trend, time study is microanalysis of the ob and procedure. $ime study
is conducted with a view to improve the processEmethod where as wor# sampling is done to
improve "uantitative utilisation of resources.
;or# sampling is relatively cheaper because it uses random samples instead of
continuous observations.
Many operators or machines can be studied by a single observer
;or# sampling normally spans over several days or wee#s, thus minimizing the effects
of sudden variations on a particular day.
;or# Sampling tends to minimize operator behaviour modification during observation
>operator, deliberately or otherwise, under or over performing while under observation?.
;or# Sampling, in general, does not re"uire a trained time@study analyst to ta#e the
observations. /lso, stopwatches or other timing devices are not re"uired. Many studies
ma#e use of off@shift technicians or operators to ta#e the observations.
%OR& S AMP L I NG ME T HODOL OG!
/n analyst R/F03MAP observes an activity >e"uipment, operating room, production line?
and notes the particular states of the activity at each observation.
$he ratio of the number of observations of a given state of the activity to the total number
of observations ta#en will approximate the percentage of time that the activity is in that
given state.
Randomness of observations is very critical for a wor# sampling study. $he observations
should vary over the time of the day, days of the wee# and if possible, months to get he
correct trend.
RECRUI TMENT
!efinition'
Recruitment is the process of finding and attracting capable applicants for a ob to create a
pool from which selection is to be made of the most suitable candidates!.
$he -rocess begins when new recruits are sought and ends when their applications are
submitted. $hough theoretically recruitment process is said to end with the receipt of
applications, in practice, the activity extends to the screening of applications so as to
eliminate those who are not "ualified for the ob. $he result is a pool of applicants from
which selections for new employees are made.!
P URP OS E AND I MP ORTANCE
&. $o broad base the applicant pool in order to get the right talent at the affordable
cost.
'. <ncrease the pool of ob candidates at minimum cost
(. Help increase success rate of selection process by reducing number of under@
"ualified or over@"ualified applications.
*. Meet legal and social obligations
2. <dentify and prepare potential ob applicants
FACT ORS AF F E CT I NG RE CRUI T ME NT
12ternal (actors'
&. 0emand and Supply status of specific s#ills set.
'. Bnemployment Rate >/rea@wise?
(. Aabour Mar#et :onditions
*. -olitical and Aegal 7nvironment >Reservations, Aabour laws?
2. :ompany)s <mage
-nternal (actors'
&. Recruitment -olicy ><nternal Hiring or 7xternal HiringD?
'. Human Resource -lanning >-lanning of resources re"uired?
(. Size of the 3rganization >=igger the size lesser the recruitment problems?
*. :ost
2. Crowth and 7xpansion -lans
RE CRUI T ME N T P ROCE S S
" Recruitment Strategy !e&elopment
>a? $rained or untrained >to be trained at company)s expense?
>b? <nternal or external sourcing
-nternal Recruitment 7Source "8
>i? -resent employees
>ii? 7mployee referrals
>iii? $ransfers 1 -romotions
>iv? +ormer 7mployees
>v? -revious /pplicants
12ternal Recruitment 7Source #8
>i? -rofessionals or $rade /ssociations
>ii? /dvertisements
>iii? 7mployment 7xchanges
>iv? :ampus Recruitment
>v? ;al#@ins <nterviews
>vi? :onsultants
>vii? :ontractors
>viii? 0isplaced -ersons
>ix? Radio 1 $elevision
>x? /c"uisitions 1 Mergers
>c? :ompetitors
>d? $echnological tools to be used for advertising
>e? ;here to loo#
>f? How to loo#
# Recruitment )lanning
>a? Fumber of applicants sought >=ased on past experience?
>b? $ypes of applicants to be called >Iualification, category, area, etc?
> Searching
>a? Source activation
>b? Selling
? Screening of *pplications
@ 1&aluation and Cost Control
>a? Salary :ost
>b? Management 1 -rofessional $ime spent
>c? /dvertisement :ost
>d? -roducing Supporting literature
>e? Recruitment 3verheads and 7xpenses
>f? :ost of 3vertime and 3utsourcing
>g? :onsultant)s fees
E VAL UATI ON OF RE CRUI T ME NT P ROCE S S
&. Return rate of each source of recruitment
'. Selection rate from each source
(. Retention and -erformance of selected candidates
*. Recruitment :ost
2. $ime lapsed data
4. <mage proection
INTERNAL RECRUITMENT
A9=A,-A?26 D16A9=A,-A?26
&. Aess :ostly
'. :andidates already oriented towards
organization
(. 3rganizations have better #nowledge
about internal candidates
*. 7mployee morale and motivation is
enhanced
&. 3ld concept of doing things
'. <t abets raiding
(. :andidates current wor# may be
affected
*. -olitics play greater roles
2. Morale problem for those not
promoted.
EXTERNAL RECRUITMENT
A9=A,-A?26 D16A9=A,-A?26
&. =enefits of new s#ills, talents and <deas
'. =enefits of new experiences
(. :ompliance with reservation policy
becomes easy
*. Scope for resentment, ealousies, and
heartburn are avoided.
&. =etter morale and motivation
associated with internal recruiting is
denied
'. <t is costly method
(. :hances of creeping in false positive
and false negative errors
*. /dustment of new employees ta#es
longer time.
S ELECTI ON
ME ANI NG OF S E L E CT I ON
Selection is the process of pic#ing up individuals >out of the pool of ob applicants? with
re"uisite "ualifications and competence to fill obs in the organization. / formal definition
of Selection is as under,
Selection is the process of differentiating between applicants in order to identify and hire
those with a greater li#elihood of success in a ob.!
RE CRUI T ME N T V6 S E L E CT I ON+ DI F F E RE NCE
R23.41-52,- S2823-17,
&. Recruitment refers to the process of
identifying and encouraging people
with re"uired "ualifications to apply for
ob.
'. Recruitment is said to be positive in its
approach as it see#s to attract as many
candidates as possible.
&. Selection is concerned with pic#ing up
the right candidates from a pool of
applicants.
'. Selection on the other hand is negative
in its application in as much as it see#s
to eliminate as many un"ualified
applicants as possible in order to
identify the right candidates.
P ROCE S S : S T E P S I N S E L E C T I ON
&. )reliminary -nter&ie, ' $his is a short interview. $he purpose of preliminary
interviews is to weed out the prima facie misfit applicants. <t is also called courtesy
interview and is a good public relations exercise.
'. Selection 6ests ' .obsee#ers who pass the preliminary interviews are called for
tests. $here are various types of tests conducted depending upon nature of ob and
the company. $hese tests can be /ptitude $ests, -ersonality $ests and /bility $ests
and are conducted to udge how well an individual can perform tas#s related to the
ob. =esides this, there are some other tests also li#e <nterest $ests >activity
preferences?, Craphology $est >Handwriting?, Medical $ests, -sychometric $ests
etc.
(. 1mployment -nter&ie, ' $he next step in selection is employment interview. Here,
interview is a formal and in@depth conversation to assess applicant)s suitability. <t is
considered to be an excellent selection device. <nterview type and pattern can vary
greatly. <nterviews can be 3ne@to@3ne, -anel <nterview, or Se"uential <nterviews.
=esides there can be Structured and Bnstructured interviews, =ehavioural
<nterviews, Stress <nterviews.
*. Reference 4 :ackground Checks ' Reference chec#s and bac#ground chec#s
are conducted for provisionally identified candidates to verify the information
provided by them. Reference chec#s can be through formal letters or telephonic.
However, it is more of a formality and selections decisions are very seldom affected
by it.
2. Selection !ecision ' /fter obtaining all the information, selection decision is
made. $he final decision has to be made out of applicants who have been identified
as suitable. $he views of line managers carry much weight at this stage because it is
they who are eventually responsible for the performance of the new employee.
:onsidering the ob climate, often more than re"uired number is selected to cater
for any selected candidate withdrawing at the ob offer stage.
4. )hysical 12amination ' /fter the selection decision is made, the candidate is
re"uired to undergo a physical fitness test. / ob offer is often contingent upon the
candidate passing the physical examination.
5. 9ob $ffer ' $he next step in selection process is ob offer to those applicants who
have successfully passed all tests. <t is made by way of letter of appointment.
6. Contract of 1mployment ' /fter the ob offer is made and candidates accept the
offer, certain documents are needed to be executed by the employer and the
candidate. / formal contract of employment, containing written contractual terms of
employment etc are signed by both sides.
GOOD S E L E CT I ON P RACT I CE + E S S E NT I AL S
&. 0etailed .ob 0escriptions and .ob Specifications prepared in advance and endorsed by
personnel and line management should be available with Selection =oard.
'. $rain the selectors to assess the right attributes in applicants.
(. 0etermine aids to be used for selection process.
*. :hec# competence of recruitment consultants before hiring their services.
2. <nvolve line managers at all stages
4. /ttempt to validate the procedure regularly
5. Help the appointed candidate to succeed by training and management development
B ARRI E RS TO E F F E CT I V E S E L E C T I ON
&. )erception ' ;e all perceive the world differently. 3ur limited perceptual ability is
obviously a stumbling bloc# to the obective and rational assessment of people.
'. (airness ' =arriers of fairness includes discrimination against religion, region, caste,
race or gender, etc.
(. )lethora of +uman 6raits ' Success in any ob is more a function of attitude than
aptitude. $he tests are validated over a period of time to differentiate between the
employees who can perform well and those who will not. Pet, no test can claim
&99O success in finding the right employee.
*. )ressure ' -ressure brought on selectors by management, politicians, bureaucrats,
relatives, friends and peers to select particular candidate are also barriers to
effective selection.
2. 6ime and Cost ' 3ften the time and funds available to underta#e selection process
are limited forcing the selectors to forego certain tests.
TRAI NI NG ' DEVELOPMENT
$raining and development, though are spo#en in the same breadth, are "uite different.
$raining generally refers to teaching of new s#ill in professional field of the employee.
Ai#e an employee being taught to operate another machine, or to perform a new operation
in the same machine. 0evelopment refers to enhancement of personal "ualities of the
employee which do not have a one to one relationship with his current ob. <t may be to
help an employee to grow. Ai#e stress management techni"ues, yoga lessons, meditation
exercises, soft s#ills training, etc. ;hile training is expected to reward the company
immediately in terms of better productivity of employee, 0evelopment does not lead to any
immediate and tangible benefits to the company. /t the best, there might be some
intangible benefits in the long run, li#e improved motivation, loyalty, improved intra@
departmental relations, reduced absenteeism on medical ground, etc.
0ividing line between training and development is expectation of immediate benefits.
$hus, in case a program, generally "ualifying as development program, is directly related
to employee)s ob s#ills, li#e :ommunication S#ills course for telephone attendant or
receptionist, will "ualify as training and not as development. Same program for some one
in bac# office would be termed as 0evelopment program.
E943A-17,+ <t is a theoretical learning in classrooms. $he purpose of education is to teach
theoretical concepts and develop a sense of reasoning and udgment. /ny training and
development program must contain an element of education.
!efinition of 6raining 4 !e&elopment

Training & Development is any attempt to improve current or future employee
performance by improving his performance capabilities and potential through learning,
usually by changing the employee)s attitude or increasing his or her s#ills and #nowledge.!
$he need for $raining and 0evelopment is determined by the employee)s performance
deficiency, computed as follows.
$raining 1 0evelopment Feed N Standard -erformance % /ctual -erformance
OB J E CT I V E S OF MANAGE ME NT DE V E L OP ME NT
P ROGRAMS ( MDP )
&. $o ma#e the managers
Self@starters
:ommitted
Motivated
Result oriented
Sensitive to environment
Bnderstand use of power
'. :reating self awareness
(. 0evelop inspiring leadership styles
*. <nstil zest for excellence
2. $each them about effective communication
4. $o subordinate their functional loyalties to the interests of the organization
T RAI NI NG AND DE V E L OP ME NT+ DI F F E RE NCE
T.A1,1,? D2=287>52,-
$raining is s#ills focused 0evelopment is creating learning abilities
$raining is presumed to have a formal
education
0evelopment is not education dependent
$raining needs depend upon lac# or
deficiency in s#ills
0evelopment depends on personal drive
and ambition
$rainings are generally need based 0evelopment is voluntary
$raining is a narrower concept focused on
ob related s#ills
0evelopment is a broader concept focused
on personality development
$raining may not include development 0evelopment includes training wherever
necessary
$raining is aimed at improving ob related
efficiency and performance
0evelopment aims at overall personal
effectiveness >including ob efficiencies?
I MP ORTANC E OF TRAI NI NG ' DE V E L OP ME NT
&. Helps remove performance deficiencies in employees
'. Creater stability, flexibility and capacity for growth in an organization
(. /ccidents, scraps and damages to machinery can be avoided
*. Serves as effective source of recruitment
2. <t is an investment in HR with a promise of better returns in future
4. Reduces dissatisfaction, absenteeism, complaints and turnover of employees
I DE NT I F I CATI ON OF TRAI N I NG NE E DS
-ndi&idual 6raining /eeds -dentification
&. -erformance /ppraisals
'. <nterviews
(. Iuestionnaires
*. /ttitude Surveys
2. $raining -rogress +eedbac#
4. ;or# Sampling
5. Rating Scales
.roup ;e&el 6raining /eeds -dentification
&. 3rganizational Coals and 3bectives
'. -ersonnel E S#ills <nventories
(. 3rganizational :limate <ndices
*. 7fficiency <ndices
2. 7xit <nterviews
4. M=3 E ;or# -lanning Systems
5. Iuality :ircles
6. :ustomer Satisfaction Survey
8. /nalysis of :urrent and /nticipated :hanges
B2,2B1-6 7B T.A1,1,? N2296 I92,-1B13A-17,
&. $rainers can be informed about the broader needs in advance
'. $rainers -erception Caps can be reduced between employees and their supervisors
(. $rainers can design course inputs closer to the specific needs of the participants
*. 0iagnosis of causes of performance deficiencies can be done
ME T HODS OF TRAI N I NG
$n the 9ob 6rainings 7$968' ;hen an employee learns the ob in actual wor#ing site in
real life situation, and not simulated environment, it is called 3.$. 7mployee learns while
wor#ing. $a#e the instance of roadside mechanics. Small boys wor#ing there as helpers
learn while helping the head mechanic. $hey do not learn the defect analysis and engine
repairing s#ills in any classroom on engine models.
*d&antages of $n-the-9ob 6raining'
&. <t is directly in the context of ob
'. <t is often informal
(. <t is most effective because it is learning by experience
*. <t is least expensive
2. $rainees are highly motivated
4. <t is free from artificial classroom situations
!isad&antages of $n-the-9ob 6raining'
&. $rainer may not be experienced enough to train or he may not be so
inclined.
'. <t is not systematically organized
(. -oorly conducted programs may create safety hazards
A$n the 9ob 6rainingB Methods
&. J7; R7-A-17,+ Refer page '5.
'. J7; C7A3D1,?+ /n experienced employee can give a verbal presentation
to explain the nitty@gritty)s of the ob.
(. J7; I,6-.43-17,+ <t may consist of an instruction or directions to perform a
particular tas# or a function. <t may be in the form of orders or steps to
perform a tas#.
*. A>>.2,-1326D1>6+ Cenerally fresh graduates are put under the experienced
employee to learn the functions of ob.
2. I,-2.,6D1>6 A,9 A6616-A,-6D1>6+ <nterns or assistants are recruited to
perform specific time@bound obs or proects during their education.
$ff the 9ob 6raining' $rainings conducted in simulated environments, classrooms,
seminars, etc are called 3ff the .ob $raining.
*d&antages of $ff-the-9ob 6raining
&. $rainers are usually experienced enough to train
'. <t is systematically organized
(. 7fficiently created programs may add lot of value
!isad&antages of $ff-the-9ob 6raining'
&. <t is not directly in the context of ob
'. <t is often formal
(. <t may not be based on experience.
*. <t is expensive.
2. $rainees may not be much motivated
4. <t is artificial in nature
A$ff the 9ob 6rainingB Methods
&. C8A66.775 L23-4.26+ /dvantage % <t can be used for large groups. :ost per
trainee is low. 0isadvantages % Aow interest of employees . <t is not learning
by practice. <t is 3ne@way communication. Fo authentic feedbac#
mechanism. Ai#ely to lead to boredom for employees.
'. A4917(V164A8+ <t can be done using +ilms, $elevisions, Lideo, and -resentations
etc. /dvantages % ;ide range of realistic examples, "uality control possible.
0isadvantages % 3ne@way communication, Fo feedbac# mechanism. Fo
flexibility for different audience.
(. S1548A-17,+ :reating a real life situation for decision@ma#ing and
understanding the actual ob conditions give it. 7nsures active participation
of all trainees. :an be very effective but needs good conductors.
*. CA62 S-49126+ <t is a written description of an actual situation in the past in
same organisation or some where else and trainees are supposed to analyze
and give their conclusions in writing. $his is another excellent method to
ensure full and whole hearted participation of employees and generates good
interest among them. :ase is later discussed by instructor with all the pros
and cons of each option. <t is an ideal method to promote decision@ma#ing
abilities within the constraints of limited data.
2. R782 P8A/6+ Here trainees assume the part of the specific personalities in a
case study and enact it in front of the audience. <t is more emotional
orientation and improves interpersonal relationships. /ttitudinal change is
another result. $hese are generally used in M0-.
4. S2,61-1=1-/ T.A1,1,?6, $his is more from the point of view of behavioural
assessment as to how an individual will conduct himself and behave towards
others under different circumstances. $here is no pre@planned agenda and it
is instant. /dvantages % increased ability to empathize, listening s#ills,
openness, tolerance, and conflict resolution s#ills. 0isadvantage %
-articipants may resort to their old habits after the training.
5. P.7?.A5529 I,6-.43-17,6+ -rovided in the form of bloc#s either in boo# or a
teaching machine using "uestions and feedbac#s without the intervention of
trainer. /dvantages % Self paced, trainees can progress at their own speed,
strong motivation for repeat learning, material is structured and self@
contained. 0isadvantages % Scope for learning is lessH cost of boo#s,
manuals or machinery is expensive.
6. C75>4-2. A1929 I,6-.43-17,6+ <t is extension of -< method, by using
computers. /dvantages % -rovides accountabilities, modifiable to
technological innovations, flexible to time. 0isadvantages % High cost.
8. LA;7.A-7./ T.A1,1,?.
B ARRI E RS TO E F F E CT I V E TRA I NI NG
&. Aac# of Management commitment
'. <nade"uate $raining budget
(. Aarge scale poaching of trained staff
*. Fon@cooperation from wor#ers
2. Bnions influence
HO% TO MA&E TRA I NI NG E F F E CT I V E
&. Management :ommitment
'. <ntegration of $raining with =usiness Strategies
(. :omprehensive and Systematic /pproach
*. :ontinuous and 3ngoing approach
2. -romoting learning as fundamental value
4. :reations of effective training evaluation system
I NDUCTI ON ' ORI ENATI ON
<nduction and 3rientation are the procedure that a new employee has to go through in the
organisation. 7very employee starting from the lower most, say, from peon to :73, need
orientation course when they oin the organisation. / new employee carries with him a lot
of apprehension about place, ob, colleagues, organisational culture, and so on. 3n the day
of reporting, he needs to #now his officeEwor# place, routine, amenities, functional and
reporting channels, etc.
!efinition
<t is a -lanned <ntroduction of employees to their obs, their co@wor#ers and the
organization per se.!
!ifference :et,een -nduction and $rientation
<nduction refers to formal training programs that an employee has to complete before he is
put on ob. Ai#e in Military, before a new recruit is sent to border, he is trained for a few
months in 0rillE-arade, physical fitness, weapon handling, etc. $his is called <nduction.

3rientation is the information given to the new employees to ma#e him aware of the
comfort issues @ where the facilities are, what time lunch is, who are the people he would
be wor#ing with and so forth.
3rientation conveys following information,
&. 3rganisation)s geographyElayout
'. 3rganisational set up >Structure?
(. 0aily ;or# Routine
*. 3rganization -rofile, History, 3bectives, -roducts and Services, etc
2. <ntroduction to colleaguesEimmediate superiors and subordinates.
4. <mportance of .obs to the organization
5. 0etailed 3rientation -resentation covering policies, wor# rules and employee benefits.
P URP OS E OF ORI E NTATI ON
$he idea of 3rientation programme is to ma#e the new employees feel at home! in new
environment. /ny employee while oining a new organisation is anxious about the new set@
up, new colleagues, his own performance vis a vis other more experienced employees in
the organisation, his wor# place, his exact responsibilities, etc. / structured information and
introduction system will ma#e his transitory period short and reduce his anxiety "uic#ly.
He will begin to perform to his potential "uic#ly.
T !P E S OF ORI E NTATI ON P ROGRAMS
&. (ormal or -nformal' <n informal orientation, new employees are put on the obs and
they are expected to acclimatise themselves with the wor# and the organisation. <n
contrast, in formal orientation, an employee goes through a structured introduction
programme.
'. -ndi&idual or Collecti&e' /nother choice is to be made whether new employees are
to be inducted in group or individually.
(. Serial or !isjuncti&e' 3rientation becomes serial when the person relin"uishing the
post hands over the position to the new incumbent. <t becomes disunctive when the
new employee occupies a vacant position with no one to hand him over the
position. He learns the prevalent practices and history slowly from his subordinates
and superiors on gradual basis.
*. -n&estiture or !i&estiture' $his is the final strategic choice which relates to decision
regarding allowing the new employees to affect the organisation with his
identityEideasEfunctional methods or as#ing him to modify his identity to merge
with existing culture of the organisation. $his is more applicable to high positions
who may have been hired with a view to bring in their experiences and methods of
management to the organisation.
+o, long should the induction process takeC
<t starts when the ob ad is written, continues through the selection process and is not
complete until the new team member is comfortable as a full contributor to the
organizationQs goals.
$he first hour on day one is a critical component @ signing on, issuing #eys and passwords,
explaining no go zones, emergency procedures, meeting the people that you will interact
with all have to be done immediately. Bntil they are done the newcomer is on the payroll,
but is not employed.
/fter that it is a matter of ust in time training @ expanding the content as new duties are
underta#en.
0e only employ ne, people one at a time - ho, can ,e induct themC
$here are some issues, which cannot wait @ they vary according to your situation. -erhaps a
buddy system on the ob may be the best way to deal with such situations. >$his is a
system being followed by many BS universities receiving lot of foreign students. / local
student is given a foreign student as buddy to help in all matters in the initial days.? 3ther
subects may be incorporated with refresher training for current staff, or handled as
participant in an outside program. -erhaps some can wait until there are groups of people
who have started in the last few months.
$his may ta#e some creative thin#ing, but the answer is "uite simple @ until the new people
are integrated, they are less useful. $he mathematics of <nduction and orientation is often
amazingly simple @ not investing time and money to train costs more than training would.
MULTI S &I LLI NG
!efinition
Multi@S#illing@ the ability of an employee to perform more than one function or the cross@
training of an employee in several disciplines or tas#s.
Multi@S#illing is training of an employee to be able to do more than one ob with e"ual
dexterity.
Multi@S#illing is immensely beneficial to any organisation. /part from flexibility to
redeploy man power as per changing needs, it also #eeps the labour costs low. Many
complex obs re"uire different s#ills to accomplish though involvement of each s#ill may
be for very short duration. $hus, in absence of multi@s#illed wor#ers, the team becomes
very large and there is inade"uate utilisation of team members. =ut, if the team members
are multi@s#illed, team size can be #ept small and thus the labour cost in minimised. <n
addition, often ob is accomplished much faster with better "uality as no time is lost in
explaining the ob re"uirements by one team member to another with attendant ris#s of
misunderstanding and rewor#. =an# tellers are examples of multi@s#illing. Result is much
faster service.
<magine the state of extension counters of ban#s at school or college premises which are
operated by ust one or two employees. $hose one or two people perform all the functions
which ta#e up to 5 @6 people in bigger branches. 3pening the ban#, opening new account,
attending "ueries, accepting deposits and dispensing cash, verification of signatures,
maintaining account boo#s and many other tas#s are done by them. <f such multi@s#illing
was not available with the ban#s, such branches would have become unviable. 7ven in the
larger branches,
A9=A,-A?26 7B M48-1(SC1881,? (TA,?1;82 B2,2B1-6)
&. ;or# force is more flexible.
'. Smaller team size for complex tas#s re"uiring multiple s#ills.
(. +aster ob
*. Aabour cost economy
2. 7mployees can assume other tas#s when there is absenteeism.
4. 7mployees can be moved into other positions in case of overload of any department.
A9=A,-A?26 7B M48-1(SC1881,? (I,-A,?1;82 B2,2B1-6)
&. 7mployees become more aware of the wor#flow.
'. 7mployees are better prepared to anticipate problems or re"uirements of other areas.
(. / new employee at a ob may have new ideas to fine@tune that ob.
*. 7mployees overcome feelings of having a dead@end ob.
2. .obs remain interesting and challenging.
4. $edious tas#s can be spread around, decreasing turnover.
5. =oredom in the wor#place is reduced.
6. :ohesiveness is enhanced.
D16A9=A,-A?26 7B M48-1(SC1881,?
&. -ossible reduction in productivity during the training periodElonger training period.
'. <ncreased supervisory time is re"uired until the employee is up to speed.
(. :ompetence assessments may be more detailed than in traditional systems.
*. :hances of partial s#illing in various obs instead of fully s#illed in any one.
CHANGE MANAGEMENT
Change Management is a Critical HR Professional Skill
Definitions:
1. The adoption of a new idea or behaviour by an organization.
'. /lterations in -eople, Structure and $echnology
:hange has become inevitable due to, @
>a? $echnology
>b? :ompetition
>c? Crowing customer needs
>d? 7nvironment
>e? -olitics
HRs role in the change process is to help forecast future changes, develop systems and
policies for managing human capital before, during & after the change.
:hange can be classified as follows, @
Structural Changes 6echnological Changes )eople Changes
/uthority
:oordination
:entralization
-rocesses
Methods
7"uipments
/ttitudes
7xpectations
=ehaviours
E X T E RNAL F ORCE S OF CHANGE
&. Mar#etplace
'. Aabour mar#ets
(. 7conomic :hanges
*. $echnology
2. Aaws and Regulations
I NT E RNA L F ORCE S OF CHANGE
&. :orporate Strategies
'. ;or#place
(. $echnology and 7"uipments
*. 7mployee /ttitudes
CHANGE AGE NT S ( %HO CAN BRING ABOUT CHANGE*)
&. Managers
'. 7xternal :onsultants
(. Staff Specialists
P ROCE S S OF CHANGE
Lewins Three-Step Procedure of Change
&. Bnfreeze present level of behaviour
'. Movement from present to new
(. Refreezing process
Kotters Change Management Model
1. Unfreeze
2. Establish Sense of Urgency
3. Form Powerful Guiding Coalition
4. Create the Vision
5. Communicate the Vision
RE S I S TANCE : B A RRI E RS TO CHANGE
1. Fear of uncertainty or unknown
2. Fear of economic loss
3. Social pressures/peer pressure
4. Perceived inconveniences
5. Fear of loss of power
6. Need for new styles/skills/knowledge
7. Resistance from groups
8. Organisational culture
9. Feeling of insecurity
10. Lack of incentives
MANAGI NG CHANGE
<t involves, @
1. Strategic planning and alignment
2. Minimising resistance
3. Maximising acceptance
4. External environment assessment
5. Change of Organisational structure and culture
6. Developing work climate to enhance teamwork, trust and co-operation
7. Whole hearted implementation
T E CHNI EU E S OF RE DUCI NG RE S I S TANCE
1. Education through communication
2. Participation of affected people from beginning rather than at the end. Making the
potential hardliners a member of the committee designing the change.
3. Facilitation through support to people to overcome the blues of change
4. Negotiation Give and take attitude
5. Manipulation co-option
6. Explicit or implicit coercion
Mixed strategies are used to overcome change
F OUR P HAS E S OF TRANS I T I ON( OL D TO NE %
1. Denial
Diagnosis: Common to observe withdrawal; focusing on the past;
increased activity with reduced productivity.
Management: Confront with information; reinforce reality of change;
explain what they can do; give them time.
2. Resistance
Diagnosis: Anger, blame, depression, resentment, continued lack of
productivity.
Management: Listen, acknowledge feelings, be empathetic; help people to
say good by to the old; sometimes ritual is important. Offer
rewards for change, be optimistic.
3. Exploration
Diagnosis: Confusion, chaos; energy; new ideas; lack of focus.
Management: Facilitate brainstorming, planning, help people to see
opportunity, create focus through short term wins.
4. Commitment
Diagnosis: Enthusiasm & cooperation; people identify with
organization; look for new challenges.
Management: Set long term goals; reward those who have changed.
ORGANI )ATI ONA L DE V E L OP ME N T
T E CHNI EU E S
Survey +eedbac#
Sensitivity $raining
-rocess :onsultation
$eam =uilding
<nter@group 0evelopment
C7,91-17,6 FA3181-A-1,? CDA,?2
0ramatic :risis
Aeadership :hange
;ea# :ulture
Poung and Small 3rganization >ageing?
TD2 R7A9 -7 CDA,?2 1, C48-4.2
/nalyze the culture
Feed for change
Few leadership
Reorganize
Restructure
Few stories and rituals
:hange the ob systems
T EM V: S . RE E NGI N E E R I NG
$IM >$otal Iuality Management? Re engineering
:ontinuous :hange
+ixing and <mproving
Mostly focused on K/s@<s)
Systems indispensable
=ottom to $op
Radical and 3ne time :hange
Redesigning
Mostly focused on Kwhat can beD)
$op to =ottom
MA,A?1,? D7G,61H29 %7.CB7.32
3pen and honest communication
/ssistance to them
Help for survivors of the downsized
S-.266 1, %7.C>8A32
3pportunities stress
0emands stress
:onstraints stress
HO% TO RE DUCE %OR&P L ACE S T RE S S
=iggest source of stress is Bncertainty. Iuite often worst of the result is less painful than
the anxiety waiting for it. <f you can reduce uncertainty, stress will automatically reduce.
However, reducing uncertainty is not always possible. Some of these methods can be
employed to reduce wor# place stress, @
&. 3rganizational communication, :lear and prompt communication of policies and
decisions can help in #eeping the stress within manageable limits.
'. -erformance /ssessment is another source of anxiety. :lear predefined
performance parameters will ta#e the uncertainty out of assessment and also
anxiety.
(. .ob Redesign, especially when processes change, obs merging, and relocation
happens
*. 7mployee :ounselling
2. $ime management programs for employees, <n the busy life of today, time
management is another source of stress for a lot of employees. $ime management
programs will allow them to fill in more events into their daily life and reduce
stress.
%H! CHANGE MANAGE ME NT *
:hange is the only constant in today)s world. /nd the rate of change is faster than ever. Pou
can not escape change. $he choice is @ Pou can bring the change yourself at your pace,
place and time, or /llow it to overcome you at its own choosing of time, place and pace.
+ighting against change can slow it down or divert it temporarily, but it wonQt stop. <f you
wish to succeed in this rapidly changing new world Myou must learn to loo# at change as a
friend @ one who presents you with an opportunity for growth and improvement.M 7arlier
you change, higher the benefits. $hose who recognise the changing trends and change
simultaneously are successful. $hose who anticipateEforesee the impending change and
prepare according are the ones who are hugely successful. =ut those who lead the change
are the ones who ma#e the fortune.
$he rate of change in todayQs world is constantly increasing. Rate of obsolescence and
therefore replacement is increasing. Few, better, safer and cheaper products are entering the
mar#et at constantly decreasing interval. :hanges in technology is leading to changes in
business models and customer behaviour. $rue success and long@term prosperity in the new
world depends on your ability to adapt to different and constantly changing conditions.
=ut despite all this, basic human nature, that resists change, is still intact. /ny attempt to
bring change is fiercely resisted. /nd if the resistance is not well managed, it can be
catastrophic for the organisation. $herefore, change management assumes criticality.
E VOL UT I ONAR! ( P L ANNE D) CHANGE VE RS US
RE VOL UT I ONAR! ( F ORCE D) CHANGE S
How you change a business unit to adapt to shifting economy and mar#ets is a matter of
management style. 7volutionary change, that involves setting direction, allocating
responsibilities, and establishing reasonable timelines for achieving obectives, is relatively
painless. However, it is rarely fast enough or comprehensive enough to move ahead of the
curve in an evolving world where sta#es are high, and the response time is short. ;hen
faced with mar#et@driven urgency, abrupt and sometimes disruptive change, such as
dramatic downsizing or reengineering, may be re"uired to #eep the company competitive.
<n situations when timing is critical to success, and companies must get more efficient and
productive rapidly, revolutionary change is demanded.
;hen choosing between evolutionary change and revolutionary action, a leader must
pursue a balanced and pragmatic approach. Swinging too far to revolutionary extreme may
create Man organizational culture that is so impatient, and so focused on change, that it fails
to give new initiatives and new personnel time to ta#e root, stabilize, and grow. ;hatQs
more, it creates a high@tension environment that intimidates rather than nurtures people,
leaving them with little or no emotional investment in the company.M
CRE ATI NG CHANGE F OR I MP ROV E ME NT AND
COMP E T I T I V E ADVANTAGE
:hange creates opportunities, but only for those who recognize and seize it. MSeeing is the
first step, seizing the second, and continuously innovating is the third.M <nnovation
redefines growth opportunities. /s current products are becoming obsolete faster than ever,
in order to survive and prosper, organizations continually need to improve, innovate and
modify their products and services. $he Silicon Lalley slogan M7at lunch and you are
lunchM is more than a reflection of increasingly intense wor# ethic. Riding the wave of
change is becoming the most important part of the business. ;hile the economy is shifting
and innovation is rampant, Mdoing it the same wayM is a recipe for corporate extinction.
&
Successful change efforts are those where the choices both are internally consistent and fit
#ey external and situational variables. MPou have to find subtle ways to introduce change,
new concepts, and give feedbac# to people so that they can accept and grow with it.M
PERFORMANCE APPRAI S ALS
%HAT I S P E RF ORMANCE AP P RAI S AL *
-erformance /ppraisals is the assessment of individual)s performance in a systematic way.
<t is a developmental tool used for all round development of the employee and the
organization. $he performance is measured against a number of factors. $hese factors can
be divided into two groups.
>a? G2,2.A8 >2.67,A81-/ such as initiative, leadership "ualities, dependability,
team spirit, etc.
>b? P.7B26617,A8 I4A81-126 li#e ob #nowledge, "uality and "uantity of output,
versatility and so on.
+actors vary from organization to organization and ob to ob. +or a soldier, courage and
endurance are more important factors. =ut for the /rmy Ceneral, his tactical abilities are
more important. 3n the other side, a foreman in a factory would never be assessed for his
courage. /ssessment is often not confined to past performance but chec#s for potential
performance also. $he second definition brings in focus behaviour because behaviour
affects not only employee)s performance but even his peers) and subordinates).

!efinition "+ <t is a systematic evaluation of an individual with respect to present
performance on the ob and his potential.!
!efinition #' <t is formal, structured system of measuringEevaluating ob related
behaviours and outcomes to discover how an employee has performed on the ob and how
he can perform more effectively in future so that employee, organization and society, all
benefits.!
P E RF ORMANCE AP P RAI S AL S AND J OB
ANAL!S I S RE L ATI ONS HI P
J7; A,A8/616 P2.B7.5A,32 S-A,9A.9 P2.B7.5A,32 A>>.A16A8
0escribes the wor# and
personnel re"uirement of a
particular ob
$ranslate ob re"uirements
into levels of acceptable or
unacceptable performance
0escribe the individual)s
past performance, suitability
and potential.
$bjecti&es' -erformance appraisals are used as a basis for following activities, @
&. -romotions
'. :onfirmations
(. $raining and 0evelopment program planning
*. :ompensation reviews
2. :ompetency building
4. 7valuation of HR -rograms
5. +eedbac# 1 Crievances
P E RF ORMANCE AP P RAI S AL P ROCE S S
&. Setting 3bectives and Standards of performance
'. 0esign an appropriate appraisal program % /ppraisal program for different levels of
employees would be different.
(. -erformance <nterviews
*. /ppraise and record the performance
2. Bse and store data for appropriate purposes
4. <dentify opportunities variables

T E CHNI EU E S : ME T HODS OF P E RF ORMANCE
AP P RAI S AL S
Fumerous methods have been devised to measure the "uantity and "uality of performance
appraisals. 7ach of the methods is effective for a particular class of employees in certain
types of organization only.
=roadly all methods of appraisals can be divided into two different categories.
-ast 3riented Methods
+uture 3riented Methods
PAS T ORI E NT E D ME T HODS
&. RA-1,? S3A826+ $his is simplest and most popular method. Rating scales consist of
grading an employee)s past performance on a scale of say & @&9. 7ach of the selected
performance attribute is numerically mar#ed and then totalled to arrive at the final figure.
/dvantages % /daptability, easy to use, low cost, every type of ob can be evaluated, large
number of employees covered, no formal training re"uired. 0isadvantages % Rater)s biases.
'. CD23C816-+ Bnder this method, chec#list of Statements of $raits! of employee in the
form of Pes or Fo based "uestions is prepared. Here, the rater only does the reporting or
chec#ing and HR department does the actual evaluation. /dvantages % economy, ease of
administration, limited training re"uired, standardization. 0isadvantages % Rater)s biases,
use of improper weights by HR 0eptt, does not allow rater to give relative ratings.
(. F7.329 CD7132 M2-D79+ / series of statements arranged in the bloc#s of two or
more are given and the rater indicates which statement is true or false. $he rater is forced to
ma#e a choice. HR department does actual assessment. /dvantages % /bsence of personal
biases because of forced choice. 0isadvantages % Statements may not be correctly framed.
*. F7.329 D16-.1;4-17, M2-D79+ 3ne of the problems faced in large organizations is
relative assessment tendencies of raters. Some are too lenient and others too severe. $his
method overcomes that problem. <t forces every one to do a comparative rating of all the
employees on a predetermined distribution pattern of good to bad. Say &9O employees in
7xcellent Crade, '9O in Cood Crade, *9O in /verage Crade, '9O in =elow /verage
Crade and &9O in Bnsat grade. $he real problem of this method occurs in organizations
where there is a tendency to pac# certain #ey departments with all good employees and
some other departments with discards and laggards. Relatively good employees of #ey
departments get poor rating and relatively poor employees of laggards) departments get
good rating.
&9O '9O *9O '9O &9O
Bnsat =elow /vg /verage Cood 7xcellent
2. C.1-13A8 I,3192,-6 M2-D79+ <t ta#es cognisance of abnormal incidences only, good or
bad. Supervisors record such incidents as and when they occur. /dvantages % 7valuations
are based on actual ob behaviours. Ratings are supported by descriptions, thus favouritism
is beaten. +eedbac# is easy and reduces recency biases. 0isadvantages % Fegative
incidents may get priority or incidences could be forgotten.
4. F1289 R2=12G M2-D79+ $his method is useful only for senior positions in a large
organisation spread over cities and countries. /ppraisal is done by someone outside
employees) own department usually from corporate or HR department. /dvantages %
Bseful for managerial level promotions, when comparable information is needed, on
employees wor#ing at distant locations in different set of conditions. 0isadvantages %
3utsider is generally not familiar with employees) wor# environment, 3bservation of
actual behaviours not possible.
5. P2.B7.5A,32 T26-6 ' O;62.=A-17,6+ $his is based on the test of #nowledge or
s#ills. $he tests may be written or an actual presentation of s#ills. $ests must be reliable
and validated to be useful. /dvantage % $ests only measure potential and not attitude.
/ctual performance is more a function of attitude of person than potential. 0isadvantages %
Some times costs of test development or administration are high.
6. C7,B192,-1A8 R2>7.-6+ $hough popular with government departments, its application
in industry is not ruled out. Here the report is given in the form of /nnual :onfidentiality
Report >/:R?. $he system is highly secretive and confidential. +eedbac# to the assessee is
given only in case of an adverse entry. 0isadvantage is that it is highly prone to biases and
recency effect and ratings can be manipulated because the evaluations are lin#ed to future
rewards li#e promotions, good postings, etc.
8. E66A/ M2-D79+ <n this method the rater writes down the employee description in the
form of an essay. /dvantage % <t is extremely useful in filing information gaps about the
employees that often occur in a better@structured chec#list. 0isadvantages % <t its highly
dependent upon the writing s#ills of rater and most of them are not good writers. Moreover,
it is also time consuming and therefore affects full assessment. /lso, comparative or
relative performance among employees is not clearly demarcated.

&9. C76- A3374,-1,? M2-D79+ Here performance is evaluated from the monetary returns
yield to his or her organization. :ost to #eep employee, and benefit the organization derives
is ascertained. Hence, it is more dependent upon cost and benefit analysis.
&&. C75>A.A-1=2 E=A84A-17, M2-D79 (RA,C1,? ' PA1.29 C75>A.167,6)+ $hese are
collection of different methods that compare performance with that of other co@wor#ers.
$he usual techni"ues used may be ran#ing methods and paired comparison method.
Ranking Method' Superior ran#s his wor#er based on merit, from best to
worst. However how best and why best are not elaborated in this method. <t is easy
to administer.

)aired Comparison Method' <n this method each employee is paired with
every other employee in the same cadre and then comparative rating done in pairs
so formed. $he number of comparisons may be calculated with the help of a
formula % F x >F@&? E '. $he method is too tedious for large departments and often
such exact details are not available with rater.
F UT URE ORI E NT E D ME T HODS
&'. MA,A?252,- B/ O;<23-1=26 (MBO)+ -erformance is rated against the achievement
of obectives mutually agreed by the employee and the management. /dvantage % <t is
direct and accurate and transparent.
0isadvantages % /pplicable only to "uantifiable obs. Short@term goals given preference at
the cost of long@term goals etc.
&(. P6/3D787?13A8 A>>.A16A86+ $hese appraisals are more directed to assess employees
potential for future performance rather than the past one. <t is done in the form of in@depth
interviews, psychological tests, and discussion with supervisors and review of other
evaluations. <t is more focused on employees emotional, intellectual, and motivational and
other personal characteristics affecting his performance. $his approach is slow and costly
and may be useful for bright young members who may have considerable potential.
However "uality of these appraisals largely depends upon the s#ills of psychologists who
perform the evaluation.

&*. A6626652,- C2,-.26+ $his techni"ue was first developed in BS/ and BG in &8*(.
/n assessment centre is a central location where managers may come together to have their
participation in ob related exercises evaluated by trained observers. <t is more focused on
observation of behaviours across a series of select exercises or wor# samples. /ssessees are
re"uested to participate in in@bas#et exercises, wor# groups, computer simulations, role
playing and other similar activities which re"uire same attributes for successful
performance in actual ob.
D16A9=A,-A?26 % :oncentrates on future performance potential. Fo assessment of past
performance. :osts of employees travelling and lodging, psychologists. Ratings strongly
influenced by assessee)s inter@personal s#ills. Solid performers may feel suffocated in
simulated situations.
A9=A,-A?26 % ;ell@conducted assessment centre can achieve better forecasts of future
performance and progress than other methods of appraisals. /lso reliability, content
validity and predictive ability are said to be high in /ssessment :entres. $he tests also
ma#e sure that the wrong people are not hired or promoted. +inally, it clearly defines the
criteria for selection and promotion.
&2. 3"(D2?.22 F229;A3C+ <t is a techni"ue in which performance dataEfeedbac#Erating is
collected from all sections of people employee interacts in the course of his ob li#e
immediate supervisors, team members, customers, peers, subordinates and self with
different weightage to each group of raters. $his techni"ue has been found to be extremely
useful and effective. <t is especially useful to measure inter@personal s#ills, customer
satisfaction and team building s#ills. 3ne of the biggest advantage of this system is that
assesssees can not afford to neglect any constituency and has to show all@round
performance. However, on the negative side, receiving feedbac# from multiple sources can
be intimidating, threatening, expensive and time consuming.
-urpose of performance evaluation is to ma#e sure that employee)s goals, employees
behaviour and feedbac# about performance are all lin#ed to the corporate strategy.
E S S E NT I A L S OF A GOOD P E RF ORMANCE
AP P RAI S AL S !S T E M+
&. Standardized -erformance /ppraisal System
'. 0efined performance standards % =ench Mar#s
(. Bniformity of appraisals
*. $rained Raters
2. Bse of relevant rating tools or methods
4. Should be based on ob analysis
5. Bse of obectively verifiable data
6. /void rating problems li#e halo effect, central tendency, leniency, severity etc.
8. :onsistent 0ocumentations maintained
&9. Fo room for discrimination based on cast, creed, race, religion, region etc.
)roblems of Rating'
&. Aeniency 1 Severity % 7ither too lenient or too severe. /ll good or all bad.
'. :entral $endency % Maority is crowded around average.
(. HaloECholem 7ffect % 7ntire assessment is affected by one or few aspects.
*. Rater 7ffect % +avouritism, stereotyping, hostility, etc, #ind of biases.
2. -rimacy 1 Recency 7ffect % 7arly period or near end period behaviour effects.
4. -erceptual Sets % 7ffects of old beliefs about groups, regions, groups, etc
5. Spill@over 7ffects % 7ffects of previous appraisal affecting recent appraisal
6. Status 7ffect % High esteemed or low esteemed ob bearing on the appraisal.
HUMAN RES OURCE AUDI T
NATURE OF HR AUDI T
HR /udit is a tool for evaluating the personnel activities of an organization. $he audit may
include one division or entire company. <t gives feedbac# about HR functions to operating
managers and HR specialists. <t also shows how well managers are meeting HR duties.
<n short HR audit is an overall control chec# on HR activities in a division or a company
and evaluation of how these activities support organization)s strategy.
B AS I S OF HR AUDI T (PERSONNEL RESEARCH)
&. ;age Surveys
'. Recruitment Sources effectiveness
(. $raining efforts effectiveness
*. Supervisor)s effectiveness
2. <ndustrial dispute settlements
4. .ob /nalysis
5. .ob Satisfaction Survey
6. 7mployee needs survey
8. /ttitude Surveys
&9. /ccident fre"uency surveys
B E NE F I T S OF HR AUDI T
&. /ssessment of contributions of HR department
'. <mprovement of professional image of HR department
(. 7ncouragement of greater responsibility and professionalism among HR members
*. :larification of HR duties and responsibilities
2. Stimulation of uniformity of HR policies and practices
4. +inding critical personnel problems
5. 7nsuring timely compliance with legal re"uirements
6. Reduction of HR costs through more effective personnel procedures
8. :reation of increased acceptance of changes in HR department
&9. / thorough review of HR information systems
S COP E AND T!P E S OF HR AUDI T
HR /udit must cover the activities of the department and even extend beyond because the
people problems are not confined to HR department alone. =ased on this, HR audit can be
spread across following four different categories.
&. Human Resource +unction /udit
'. Managerial :ompliance /udit
(. Human Resource :limate /udit
>a? 7mployee $urnover
>b? /bsenteeism
>c? /ccidents
>d? /ttitude Surveys
*. HR @ :orporate Strategy /udit
AP P ROACHE S TO HR AUDI T
&. :omparative /pproach >=enchmar#ing with another company?
'. 7xternal /uthority /pproach >3utside consultants) standards?
(. Statistical /pproach >Statistical measures and tools?
*. :ompliance /pproach >Aegal and company policies?
2. Management =y 3bectives /pproach >Coals 1 3bectives based?
MOTI VATI ON THEORI ES
-erformance is a function of ability and motivation. - N f >/ x M?
!efinition'
Motivation is a set of forces that cause internal desire in people to behave in certain ways.
MOT I VATI ON P ROCE S S ( S T E P S )
&. <dentify <ndividual)s Feeds
'. Search for ways to satisfy needs
(. Coal 1 3bectives directed
*. <ncreased performance
2. Receiving rewards or punishment
4. Reassessment of needs
CRI T I C AL I T ! OF MOT I VATI ON TO MANAGE RS
Manager is responsible for improving the productivity of his subordinates and ensuring
that his they contribute towards the obective and mission of the organisation. <t is only
possible when employees perform at their maximum efficiency level. Motivation is a tool
to achieve high level of performance from employees. 0epending upon the direction,
motivation can achieve one or more of the obectives below, @
&. Motivation improves productivity.
'. Motivation stimulates both participation and production at wor#
(. Motivation helps employees find new ways of doing a ob
*. Motivation ma#es employees "uality conscious
2. Motivation improves ob related behaviour.
4. Motivation increases attention towards human resources along with physical
resources
CHAL L E NGE S OF MOT I VATI ON
&. 0iverse and changing wor#force
'. Rightsizing, 0ownsizing, Hire@n@+ire, -ay@for@-erformance strategies
(. Motives can only be inferred, not seen
*. 0ynamic nature of human needs
T HE ORI E S OF MOT I VATI ON
E ARL! THE OR I E S
Scientific Management 7(0 6aylor8' Motivation by scientific management is associated
with +.;. $aylor)s techni"ues of scientific management. $aylor said that people are
primarily motivated by economic rewards and will ta#e direction if offered an opportunity
to improve their economic positions. =ased on this $aylor described following arguments
-hysical wor# could be scientifically studied to determine optimal method of doing
of a ob.
;or#ers can be made more efficient by telling them how they were to do a ob.
;or#ers would accept the above prescription if paid on differentiated piecewor#
basis.
0isadvantages % 0ehumanized wor#ers, treated them as mere factors of production,
only stressed on monetary needs, ignored human needs.
+uman Relations Model 71lton Mayo8' 7lton Mayo)s human relations model,
developed through Hawthorne Studies, stressed on social contacts as motivational factor.
Creater importance was given to informal groups. However, too much reliance on social
contacts to improve productivity was a maor drawbac#.
CONT E MP ORAR! THE ORI E S
C7,-2,- TD27.126 >Maslow)s Feed Hierarchy, Hertzberg)s '@factors, /lderfer)s 7RC,
/chievement Motivation $heory?
P.73266 TD27.126 >Lroom)s expectancy, /dam)s 7"uity, -orter)s -erformance and
Satisfaction Model?
R21,B7.3252,- CA-2?7.126 (ERG TD27./ (A892.B2.) E016-2,32 ( R28A-29,266 ( G.7G-D)
7RC theory emphasizes more on three broad needs that is 7xistence, Relatedness and
Crowth. <ts hypothesis is that there may be more than one need operating at the same time.
7RC theory further states that when a higher level need is frustrating, the individual)s
desire to increase lower level needs ta#es place. $hus, 7RC theory contains frustration@
regression dimension. +rustration at higher level need may lead to regression at lower level
need.
A9=A,-A?26 % More consistent with our #nowledge of differences among people, it is less
restrictive and limiting, it is a valid version of need hierarchy.
D16A9=A,-A?26 % Fo clear@cut guideline of individual behaviour patterns, too early to pass
a udgment on the overall validity of the theory.
TG7(FA3-7. TD27./ (H2.-H;2.?)
+redric# Hertzberg states that the motivation concept is generally driven by two factors of
motivators of ob satisfactions and hygiene factors about ob dissatisfaction. Motivators are
generally achievement, recognition, the wor# itself, responsibility, advancement and
growth, which are related to ob satisfaction. Hygiene factors deal with external factors li#e
company policy, supervision, administration and wor#ing conditions, salary, status, security
and interpersonal relations. $hese factors are #nown as hygiene factors or ob dissatisfiers,
ob context factors.
A9=A,-A?26 % $remendous impact on stimulating thought on motivation at wor#, increased
understanding of role of motivation, specific attention to improve motivational levels, ob
design techni"ue of ob enrichment is contribution of Hertzberg, double dimensions of two
factors are easy to interpret and understand.
D16A9=A,-A?26 % Aimited by its methodology, reliability "uestioned, it focuses more on ob
satisfaction not on motivation, no overall measure of satisfaction utilized, inconsistent with
previous research, productivity factor ignored.
MORALE
!efinition "'
Morale is a mental condition or attitude of individual and groups, which determines their
willingness to co@operate.
!efinition #'
Morale is attitudes of individuals and groups towards their wor# environment and towards
voluntary cooperation to the full extent of their ability in the best possible interest of the
organization.
Morale can be said to be a combination of satisfaction, happiness and enthusiasm.
0istinction between Morale and Motivation, @
M7.A82 M7-1=A-17,
&. :omposite of feelings, attitudes and
sentiments that contribute towards
general satisfaction at wor#place.
'. / +unction of freedom or restraint
towards some goal.
(. <t mobilizes sentiments.
*. Morale reflects Motivation.
&. Motivation moves person to action.
'. / -rocess of stimulating individuals
into action to accomplish desired goals.
(. / +unction of drives and needs.
*. <t mobilizes energy.
2. Motivation is a potential to develop
morale.

PERS ONNEL POLI CI ES
ME ANI NG OF P E RS ONNE L P OL I C!
/ -olicy is a -lan of /ction. <t is a statement of intentions committing the management to a
general course of action. / -olicy may contain philosophy and principles as well. However
a policy statement is more specific and commits the management to a definite course of
action.
Hence -ersonnel policy is the company)s plan of action towards treatment of its employees
in matters of pay, benefits, welfare, wor#, etc. / personnel policy spells out basic needs of
the employees. $hrough personnel policy the personnel department ensure a fair and
consistent treatment to all personnel by minimizing favouritism and discrimination.
-ersonnel policy serves as a standard of treatment to all employees. Sound personnel
policies help build employee motivation and loyalty. /nd this happens when personnel
policies reflect fair play and ustice and help people grow within the organization.
-ersonnel policies are also plans of action to resolve intra@personal, inter@personal and
inter@group conflicts.
I MP ORTANC E OF P E RS ONNE L P OL I C!
-ersonnel policy is very important for an organization since it gives several benefits for
managing the human resources effectively. Aisted below are some of the benefits,
&. C7,616-2,- T.2A-52,-+ -ersonnel policies ensure consistent treatment of all
personnel throughout the organization.
'. FA1. P8A/ ' J46-132+ -ersonnel policies reflect established principles of fair
play and ustice.
(. M1,151H2 FA=74.1-165+ -ersonnel policies help minimize favouritism and
discrimination
*. P.757-2 S-A;181-/, -ersonnel policies ensure continuity of action plan even if top
management is changed. $hese policies promote stability.
2. M7-1=A-17, ' L7/A8-/+ Sound -ersonnel policies help build employee
motivation and loyalty.
4. BA613 N2296+ -ersonnel policy helps the management to thin# deeply about basic
needs of organization and the employees.
5. S-A,9A.9 7B P2.B7.5A,32+ -ersonnel policies serve as a standard of performance.
6. G.7G-D+ -ersonnel policies help people grow within the organization.
%OR&E RS J PARTI C I PATI ON I N MANAGE ME N T
=roadly, wor#er)s participation in management means associating representatives of
wor#ers at every stage of decision@ma#ing. -articipative management is considered as a
process by which the wor#er)s share in decision@ma#ing extends beyond the decisions that
are implicit in the specific content of the obs they do. $his amounts to the wor#ers having
a share in final managerial decisions in an enterprise.
S COP E OF %OR&E RS J PARTI CI PATI ON
Scope of wor#ers participation ranges over three managerial decision@ma#ing stages.
&. Social !ecisions' Hours of wor#, welfare measures, wor# rules, safety, health,
sanitation and noise control.
'. )ersonnel !ecisions' Recruitment and selection, promotions and transfers,
grievance settlements, wor# distribution
(. 1conomic !ecisions' Methods of manufacturing, automation, lay offs, shut@
downs, mergers and ac"uisitions and other financial aspects.
ME T HODS OF %OR&E RS J PARTI CI PATI ON I N
MANAGE ME N T
&. =oard Aevel
'. 3wnership >share allocation?
(. :omplete :ontrol
*. Staff :ouncils
2. .oint :ouncils
4. :ollective =argaining
5. .ob 7nlargement and 7nrichment
6. Suggestion Schemes
8. Iuality :ircles
&9. 7mpowered $eams
&&. $otal Iuality Management
&'. +inancial -articipation
B E NE F I T S OF PARTI CI PATI ON
&. Cives identity to an employee
'. Motivates employee
(. Self@esteem, ob satisfaction and cooperation improves
*. Reduced conflicts and stress between Management and wor#ers
2. More commitment to goals
4. Aess resistance to change
5. Aess labour problems
6. =etter "uality suggestions expected
UNI ONS
7mployee associations are popularly #nown as unions. /lthough they have become
synonymous with stri#es and unreasonable demands, their role is much wider than this.
Bnions ma#e their presence felt in recruitment and selection, promotions, training,
termination or lay off. Many programs, which contribute to the Iuality of ;or# Aife
>I;A? and productivity, are underta#en by management in consultation with and with the
cooperation of the unions. Bnions also participate in deciding wage and salary structure
and negotiate revisions once in ( or 2 years.
$rade unions are voluntary organizations of wor#ers or employers formed to promote their
interests through collective action. $rade unions /ct &8'4 defines a trade union as a
combination, whether temporary or permanent formed primarily for the purpose of
regulating the relation between
&. ;or#men and 7mployers
'. ;or#men and ;or#men
(. 7mployers and 7mployers
+or imposing restrictive conditions on the conduct of any trade or business and includes
any federation of two or more trade unions
%H! DO E MP L O!E E S J OI N TRADE UNI ONS *
&. $o protect themselves against exploitation by management
'. =y force
(. 0issatisfaction
*. Aac# of -ower
2. Bnion <nstrumentality
ROL E OF CONS T RUCT I V E AND P OS I T I V E
UNI ON
Bnions have a crucial role to play in <ndustrial Relations. Bnions have following broad role
or obectives as mentioned below.
&. $o redress the genuine grievances of individual wor#er vis@R@vis the individual
employer, by substituting oint or collective action for individual action.
'. $o secure improved terms and conditions of employment for its members and the
maximum degree of security to enoy these terms and conditions.
(. $o obtain improved status for the wor#er in his wor# or her wor#
*. $o increase the extent to which unions can exercise democratic control over
decisions, which affect their interests by power sharing at the national, corporate
and plant levels.
$he union power is exerted primarily at two levels. <ndustry level to establish oint
regulation on basic wages and hours with an employer)s association. -lant level, where the
shop stewards organizations exercise oint control over some aspects of the organization of
wor# and localized terms and conditions of employment.
Bnions are party to national, local and plant level agreements, which govern their actions to
a greater or lesser extent, depending on their power and on local circumstances.
UNFAI R L AB OR P RACT I CE S
<ndustrial 0isputes /ct, &8*5, specifies the following as unfair labour practices,
&. $o interfere, restrain, coerce wor#men in the exercise of their right to organize,
form, oin or assist a trade union.
'. $hreatening wor#men with discharge or dismissal
(. $hreatening of loc#out or closure
*. Cranting wage increases to undermine trade union efforts
2. $o dominate, interfere with or support financially or socially by ta#ing active
interest in forming own trade union, and
4. Showing partiality or granting favours to one of several trade unions
5. $o establish employer sponsored trade unions
6. $o encourage or discourage memberships in any trade union by discriminating
wor#man by punishing or discharging, changing seniority ratings, refusing
promotions, giving unmerited promotions, discharging union office bearers
8. $o discharge or dismiss wor#men by victimizing, not in good faith, implicating in
criminal case for patently false reasons.
&9. $o abolish wor# of a regular nature
&&. $o transfer wor#men
&'. $o show favouritism or partiality
&(. $o replace wor#ers
&*. $o recruit wor#men during legal stri#es
&2. $o indulge in acts of violence or force
&4. $o refuse collective bargaining
&5. -roposing and continuing loc#outs
ORGANI )ATI ONAL DO%NS I )I NG
0ownsizing necessarily means reducing wor# force to an optimal level depending upon the
business conditions and organizational needs. <t is said that an organization should be
rightly staffed ie. <t should not be overstaffed and or understaffed. $here are broadly
following method used to downsize the wor#force as mentioned below.
RE T RE NCHME NT
<t means termination of service. <t is a termination for reasons other than disciplinary
actions, retirement or superannuating, expiry and termination of contract or prolonged
illness. Retrenchment compensation and notice for retrenchment are only pre@conditions for
retrenchment. <f notice and compensation are not given, the wor#er will not be called as
retrenched. :ompensation is payable for &2 days wages for every completed year of service
besides one month)s notice or pay in lieu of notice. =ut employee should have completed at
least one year of complete service in order to receive compensation.
L A! OF F S
Aay off is inability of the employer to provide employment to wor#ers due to circumstances
beyond his control such as shortage of power, coal, brea#down of machinery, natural
calamity etc. <t is not a termination of service. Aay off compensation can be claimed as a
statutory right by the wor#er if he has completed one year of continuous service or has
wor#ed for '*9 days on the surface or &89 days underground in &' calendar months.
:ompensation payable is half of the wages.
VOL UNTAR! RE T I RE ME N T S CHE ME S
LRS are announced when there is a huge pool of old aged manpower occupying senior
positions amounting to surplus. Many organizations are providing liberal incentives to
leave before age of superannuation. LRS in other words is a retirement before the age of
retirement.

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Mgmt study material created/ compiled by - Commander RK Singh rajeshsingh_r_k@rediffmailcom

HUMAN RESOURCE MANAGEMENT

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