Documente Academic
Documente Profesional
Documente Cultură
MANAGEMENT
FOR CONSTRUCTION INDUSTRY MANAGERS
SUSHANT SHARMA
CONCEPTS
MANAGEMENT Accomplishment of
organizational objectives by utilizing
physical, & financial resources through
the efforts of human resources.
RESOURCES - factors/means of
production that results in conversion of
raw materials into useful
goods/services.
SUSHANT SHARMA
Evolution of concept of HR
1. Labour / Manpower denotes physical
abilities & capacities of employees
commodity-wages based on demand &
supply
2. Personnel persons employed in
service employees as a whole
3. HR- denotes resources of all the
people who contribute their services to
the attainment of organizational goals
SUSHANT SHARMA
Human Resources
HR is the total knowledge, skills,
creative abilities, talents and
aptitudes of an organization's
workforce as well as the values,
attitudes and beliefs of the
individuals involved.
SUSHANT SHARMA
Human Resource
Management
Defined as the art of procuring,
developing and maintaining
competent workforce to
achieve goals of an
organization in an effective and
efficient manner.
SUSHANT SHARMA
PERSONNEL MGT
HRM
Man is an economic
resource/service exchanged
for wage / salary
Commodity that can be
purchased & used
Employees are cost centers,
mgmt controls cost
SUSHANT SHARMA
HUMAN CAPITAL
Our employees are our greatest assets, and the
ability to attract and retain them is the key driver
of our future success.
The human capital can be defined as "the
embodiment of productive capacity within
people. It is the sum of peoples skills,
knowledge, attributes, motivations, and fortitude.
It can be given or rented to others, but only on a
temporary basis; its ownership is nontransferable.
SUSHANT SHARMA
Importance of HRM
HR most important resource
Put other resources to proper use
Help transform lifeless factors of
production into useful products
Capable of enlargement produce
extraordinary things when inspired
Can help organization achieve results
quickly, efficiently & effectively.
SUSHANT SHARMA
OBJECTIVES OF HRM
1. Review the organization structure and firm it up in line with the Organizational goals.
To introduce the Task Force concept (after due concurrence of the concerned), thus giving a
objective orientation to the reporting relationships.
2. Employ the skills & abilities of the workforce efficiently
SUSHANT SHARMA
actualization
Features of HRM
Concerned with employees, both individuals
and as a group
Development of HR. covers all levels and all
categories
unskilled/skilled/tech/professional
/clerical/managerial
Applies to all types of organization
Continuous process
Aims at attaining the goals of an organization
Responsibility of all line managers and a
function performed by staff managers.
SUSHANT SHARMA
Functions of HRM
A. Managerial Functions:
Planning, Organizing, Directing ,
Controlling
B. Operative Functions:
Procurement functions, Development
functions, Motivation &
compensation, Maintenance,
Integration, & Separation.
SUSHANT SHARMA
Managerial Functions
Planning Determine the personnel programme regd
recruitment, selection, & training to achieve desired
objectives.
Organizing design structure of relationships b/w
jobs, personnel and physical factors.
Directing Getting people to do work willingly &
effectively thro supervision and guidance, motivation &
leadership.
Controlling ensure accomplishment of plans
correctly- measure performance thro review reports,
records, Employees satisfaction survey etc.
SUSHANT SHARMA
Operative Functions
1.
2.
3.
4.
5.
6.
SUSHANT SHARMA
Procurement
Development
Motivation &
Compens
ation
Integration
Maintenance
Separatio
n
Manpower
Planning
Induction &
orientation
Job design
Grievance
redressal
Health &
safety
Retirement
Job description
Job Analysis
Training
Work
schedulin
g
Discipline
Employee
welfare
Layoff
Recruitment
Executive
development
Motivation
Social
security
measures
Outsourcin
g
Selection
Career planning
&
development
Job evaluation
Collective
bargaining
Placement
Human Resource
development
Performance
appraisal
Employee
participation &
empowerment
Compensation
administra
tion
Internal Mobility
Incentives
& SHARMA
Industrial relations
SUSHANT
benefits.
Discharge
1. PROCUREMENT
SUSHANT SHARMA
Manpower Planning /
Recruitment
To firm up the Human Resource
requirements for all business units for the
next one year to be reviewed each quarter
to incorporate any changes which may be
required.
To review recruitment procedure in the
Company along with application form ,
assessment and other related formats.
To review the recruitment sources and
develop an effective process for sourcing
of manpower in an optimal manner after
doing a cost benefit analysis in each case.
SUSHANT SHARMA
2. Work out the labour &staff component in various parameters of the project. By using Constants , to work out the labour requirements
3. Classifying &categorizing labour requirement and various jobs by level of skill, responsibility, nature of work (office/site)
Estimating the nos required in view of the anticipated rates of absenteeism and labour turnover, and the stability factor
Putting price for each job wage/pay by considering full. factors
Level of skill reqd.
Job Knowledge reqd.
Degree of responsibility
Nature of hazards/unpleasantness in the job
Minimum Wages law
Relative wage structure in the Co.
Area Practices going wage rates in the industry &the area
Job duration-temporary, casual
Career opportunities
Special attention wages
Guesstimate at the tender stages
Critical skills
Lead Time
1. Steps of Recruitment
1.
2.
3.
4.
5.
Officer (HRD)
He/ she is responsible to cooperate / assist the higher official for execution of the personnel related job
in his/her section.
He/ she should be a graduate in Commerce / Science / Arts and shall preferably have post graduate
degree / diploma in HRM with the experience of around 5-10 years in the field of HRM / Personnel &
Administration preferably in construction industry.
He/ she should be well conversant with the personnel & HR policies, various labour laws and statutory
requirements applicable preferably in the civil engineering industries.
He/ she should be intelligent and dynamic.
-He/ She should be conversant with computer applications
Qualification and Experience indicated above may be relaxed at the discretion of the Management
depending on nature of experience / performance record.
His/her major tasks are: .
Collection and processing of attendance inputs for the preparation of salary inputs and coordinate the
MIS section for preparation of salary.
Ensure the payment of salary / bonus etc. to all personnel.
Keep the records of staff related matters.
Coordinate the interview proceedings for recruitment, confirmation, and induction trainings and other
trainings, seminars, short-term special courses etc.
Co-operate the higher officials in respect of welfare, training and development of the staff and workers.
Interact with manpower consultants/placement agencies
SUSHANT SHARMA
Job Evaluation
Process of determining the worth or value pricing of a given job.
through Primarily ,
1. Employees themselves provide information about the jobs they are doing,
trained observed and time and motion study experts are engaged to carry out
scientific studies of jobs to write job descriptions and manning standards and to
the job rating which secures the basis of wage fixation plans.
(Data are also useful for developing wage incentive plans and performance
appraisal or merit rating scales of employees. )
3. observations can be done in-house by experienced managers.
Secondary considerations in working out the worth of a job are :
-Competitive wage market
-Availability of persons
-Labour laws
-Strength of trade unions and their bargaining power
- and the image of the company.SUSHANT SHARMA
Three basic methods are followed in job evaluation or determining the worth of
a job. They are namely:
-
Classification plan
Classifications plan
i. write job descriptions of all categories of employees
ii.
iii.
b.
Degree of Score
importance (out of 10)
High
Med
Low
If each element has a maximum of 10 scores and there are 10 elements, then the
theoretical highest score is 100. Typically an acceptable or pass score is 60. It then,
the minimum wage is Rs. 40 Per day then a score of 60 = Rs. 40; of 80 = Rs. 53.33
and so on.
c.
ii.
iii.
Mental ability
Skill requirement
Physical requirements
Responsibility handled
Working conditions.
Salaries/ wages paid are not controversial, and rank them from the
lowest to the highest in terms of their relative importance and worth
iv. Ask 10/15 other supervisors to verify independently the ranking done and
then evolve the final ranking.
v.
vi. Results of step IV and V are combined to evolve the rating scale.
vii. Then all jobs are compared with key jobs and given a value factor. Value in
money is fixed from the lowest to the highest. Value of key job multiplied by
the factor gives the wage to be paid.
Selection Procedure
1. Reception in employment office
2 . Preliminary Interview
3. Application blank
4. Selection Tests
5. Main employment office interview
6. Investigation of applicants background
8. Medical examination
9. Induction
SUSHANT SHARMA
2. DEVELOPMENT
SUSHANT SHARMA
SUSHANT SHARMA
Training as a
tool for
increasing
manpower
productivity
Agenda
Understanding
Training
Purpose of Training
Training Process
Ways of discovering
Training needs
Training Methods
Training Methodology
Training Benefits
SUSHANT SHARMA
TRAINING
Organized procedure
by which people learn
knowledge and/ or
skills, attitude for a
defined purpose
.
SUSHANT SHARMA
PURPOSE OF TRAINING
TO MAKE PEOPLE COMPETENT BY IMPARTING FOLLIOWING SKILLS :
INTERPERSONNEL SKILLS
-Ability to work with others- Leading &motivating teams &individuals
/communications/negotiation /influencing delegation/act as coach or
mentor for teams
SUSHANT SHARMA
SUSHANT SHARMA
Training
Process
ii.
iii.
iv.
TRAINING METHODS
1. ON THE JOB
2. VESTIBULE
3. CLASSROOM
A) LECTURE
B) CONFERENCE
C) CASE STUDY
D) ROLE PLAYING
4. OTHER METHODS
A) DEMONSTRATION
B) SIMULATION
SUSHANT SHARMA
1.JOB-Can
On-The-Job
Training
1. ON THE
be in the form of pictures ,manuals , sample problems,
demonstrations ,oral &written explanations ,tape recordings
PROS
Provides realism.
Allows active practice.
Provides immediate feedback.
High motivation.
High transfer to job.
Lowers training cost.
Teaching knowledge
&skills can be learned in a
relatively short time
Useful for learning
unskilled and semiskilled
manual type jobs, clerical
jobs or sales job
Permits the trainee to
learn on actual
equipments and in the
environment of the job
Feeling of
accomplishment is felt by
the trainee
CONS
Disruptions to operations.
May damage equipment.
Inconsistent across departments.
Inadequate focus on underlying
principles.
Lack of systematic feedback.
Transfer of improper procedures.
Trainee stress.
Quite often expensive
manufacturing equipment cannott
be duplicated in the classroom.
Sometimes instructions are
disorganized and haphazard
Not appropriate for skilled ,
technical , professional
&supervisory job s requiring
educational background
SUSHANT SHARMA
2. VESTIBULE
-Training
SUSHANT SHARMA
3.
4.
5.
1.
Classroom Methods-Conference
1.
1.
2.
Limited to small
group
Progress is often
slow as all those
desiring to speak
on a point are
generally allowed
to do so
2.
3.
4.
SUSHANT SHARMA
2.
This gives
trainees
opportunity to
apply knowledge
to the solution of
realistic problems
Provides learning
by doing based
on real
experiences and
problem
situations
1.
SUSHANT SHARMA
2.
3.
4.
Provides oppertunities to
students to actually put into
practice the knowledge
obtained from textbooks
,lectures and discussions
Learning by
doing/experiancing
Helps to appreciate other
point of view when roles are
switched over
Knowledge of results is
immediate , because the role
players themselves as well
as the class analyze and
criticize the behavior of the
players
1.
2.
3.
4.
CONS
Efficient instruction.
Considers individual
differences.
Allows scheduling
flexibility.
Allows active practice
for some tasks.
Allows learner control.
Provides immediate
feedback to tasks.
CONS
Limited in presenting
theories and principles.
Limited discussion.
Transfer depends on
particular job. (Good for
computer work.)
High development cost
(40-60 hours per hour of
instruction at approx Rs.
10,000 per hour.)
SUSHANT SHARMA
6. Simulation
PROS
CONS
Provides realism.
Cannot cover all job
aspects.
Allows active
Limited number of
practice.
trainees.
Provides immediate
Can be very expensive
feedback.
(for example, aircraft
Allows exposure to
simulators and virtual
hazardous events.
reality simulators).
High transfer to job.
No job interference.
Lowers trainee
stress.
SUSHANT SHARMA
Training Methodology
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
Training Methodology
xi. All the participants must, in the first few hours, be explained the objects of
training, their scope of work, responsibilities, coordination with other trades
and get them more involved in their training programmes.
xii. Another aspect is the safety in their trades and quality and productivity in their
work. For all this proper data has to be collected, analysed and given to the
trainers to do a correct job.
xiii. The training place should be such that the overhead projector, slide projector
and video can be used. There should be enough space for stacking of
materials and samples needed for each trade, proper arrangements for tools
and equipment must also be made. It is also necessary that the actual work
spaces are nearby so that participants can walk along and need not wait for
conveyance.
xiv. It is of advantage to select one or two big work sites where training and
practical work can be conducted.
SUSHANT SHARMA
Factors to consider
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
I require!!
We dont sell
anything like that
customer
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
Importance of Training
Teaching people How to do Their Jobs:
There are three kinds of
training: Job Instruction,
Retraining, and Orientation.
The big sister/ big brother
system is when a old hand
dominates a newcomer.
When good training is absent
there is likely to be an
atmosphere of tension, crisis,
and conflict because nobody
knows what to do.
SUSHANT SHARMA
I. Needs
Assessment
III. Evaluating
Training
TRAINING
PROCESS
SUSHANT SHARMA
I. Needs Assessment
1. Organizational Level
2. Job Level
3. Individual Level
SUSHANT SHARMA
1. Organizational Level
Technology change.
Organizational
restructuring.
Change in workforce.
Marketing Plans.
Productivity measures
SUSHANT SHARMA
2. Job Level
Job and task analysis.
Identify Key areas.
Review procedural and
technical manuals.
Design Training Program
SUSHANT SHARMA
3. Individual Level
Determine who needs training and
what kind.
Tests.
Prior training and experience.
Performance review.
Career assessment.
SUSHANT SHARMA
SUSHANT SHARMA
IV. Transfer
Transfer refers to the trainees application
of knowledge and skills gained in training
on the job. It is affected by:
Relevance and effectiveness of the training
readiness, practice, and feedback principles.
Follow-up instruction and support.
Reinforcement to use new knowledge and skills.
SUSHANT SHARMA
3. MOTIVATION&COMPENSATION
SUSHANT SHARMA
MOTIVATION TECHNIQUES
1. JOB DESIGN Frederick Taylor / goal is to achieve
max human efficiency in jobs.
3. MONEY
4. PARTICIPATION
5. COMPETITION
SUSHANT SHARMA
Job Design
Job Enlargement
Adding more tasks to the
job variety
Job Engineering
Concentrates on the
efficiency of the job through
time and motion analysis
and person-machine
interfaces
Socio-technical Approach
Making a group or team
responsible for the job and
balancing the social and
technical aspects of the job
3. Money
1. Urgent means of achieving a minimum standard of living . Need
based money requirement shall be identified.
2. Means of keeping an organization adequately staffed.
3. Making sure that salaries of various managers are equitable
4. Money -as a reward for accomplishment &a way of giving
people gratification although Bonus shall be linked to
individual performance
4. Participation
-
Means of recognition
Needs for affiliation & acceptance
Gives people sense of accomplishment
5. Competition
-
Advantages-
Disadvantages
Wage Criteria
1. Prevailing Wages
-Refer to statutory min wage /ascertain what other firms pay for same class of
work in same labour market
2. Ability to Pay3. Cost of Living based on changes in Consumer Price Index prep. By
Labour Bureau.
4. Productivity- Goods /service produced per manhour of labour .High
productivity leading to increased dividends to stockholders , in form of retained
earnings to the organization and in terms of high quality and lower prices to the
owners leads to increase in wages
5. Bargaining Power- Unions organized by for purpose of collective bargaining
6.Job requirements- Jobs are graded base on relative amount of skill , effort
,responsibility , job conditions reqd.
SUSHANT SHARMA
Performance appraisal
Performance Appraisal is a systematic attempt to
measure the performance of all employees and take
steps to ensure its continuous improvement. It entails:
1.Setting clear goals & desirable behavior for all
employees
2.Evaluating i.e. comparing output with the goals set
3.Evaluating i.e. comparing behavior with the scale
4.Passing a feedback
5.Recommending rewards for performers
6.Recommending a Development Plan to address skill
gaps
7.Counseling to address motivational issues
SUSHANT SHARMA
A Methodology
for Performance
Appraisal
SUSHANT SHARMA
Rudderless ship
Silo thinking
Poor accountability
SUSHANT SHARMA
Business Strategies
Strategic Objectives
Business Value
Drivers
KPIs
Targets
Measure Outcomes
How do we compare?
Reward or Redirect
SUSHANT SHARMA
Values
Strategy
Performance
Management
Measures
Results
Job Descriptions
- Objectives
- Key Functions
- Competencies
- Measures
Outcomes
Appraisals
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
Business Strategy
Roles
Accountabilities
Department Goals
KPAs
Self Appraisal
Performance Review
Appraisal
(Appraiser & Reviewer)
KPAs
Competencies Rating
Development Plan
SUSHANT SHARMA
2. The choice of KPAs and thus KPIs will vary from year to
year, subject to company's
Strategic Planning
Corporate Strategies
Corporate Objectives
KPA sleections
Enlist the main day-to-day responsibilities/activities.
For each activity, ask Why do I do this?
Review the answers to the why questions, looking for common
areas.
Criterion for setting KPAs
KPAs should be 3-5 in numbers.
KPAs should describe results, not actions.
KPAs should be discussed and
finalized
SUSHANT
SHARMA with the appraiser.
3. Setting KPIs
KPIs need to be:
S
M
A
R
T
Specific
Measurable
Achievable
Result-oriented
Time- bound
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
KPA 2 -Hiring
Rs
SUSHANT SHARMA
Employee gets to
fill up his part of the
appraisal.
Superior goes through the
document & puts his comments
An Effective
Performance
Appraisal Process
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA
4. INTEGRATION
SUSHANT SHARMA
SUSHANT SHARMA
8. Grievance handling
The basic features of this grievance handling procedure, as of most other procedures of
the purpose are stated below:
1. A grievance should be settled at the lowest level possible i.e. the supervisor of the aggrieved
worker, in the department where it occurred and in the shortest possible time. It must pertain
to working hours or conditions of only work.
2. A grievance must be filed in writing by the worker or by a union representative on his behalf
with the supervisor of the department where the worker works.
3. The grievance procedure should be a step-ladder mechanism
4. It is filed to the immediate supervisor who should settle it in the specified time - say one week.
5. If not settled, it is forwarded to the head of the department/ section/ site where the worker
works. The head should try to settle it within a specified time say one week.
6. If still unsettled, the grievance moves up to the manager concerned who tries to settle it say
one week.
7. If still unresolved, the grievance is referred to the Grievance Committee comprising workers
representatives and management nominees and presided over by the personnel manager. It
is expected that the grievance is settled at this forum.
8. If still unsettled it is referred to the arbitration under the law.
9. The worker should be present at the time when his grievance is considered and if he so
desire, he may be accompanied by a workers representative or a union leader. This
SUSHANT SHARMA
mechanism is presented in the chart given below:
SUSHANT SHARMA
OTHER FUNCTIONS
- Transfer &Promotion
- Superannuation &separation
Health insurance, employees state insurance, provident fund,
pension plans, gratuity
Working conditions: working hours, overtime, leave, holidays,
employment of women and young persons and matters specified by
various statutes
Health, safety and welfare on the shop floor mostly prescribed under
various statutes
Labour welfare services: Housing, health, education, cooperatives,
transport, welfare funds and similar other voluntary programmes
Dealing with trade unions
Dealing with government, labour and factory departments
Dealing with industry associations particularly specialised in
industrial relations
Filling returns, statements and other documents to various data
collection agencies and national statistics set up through legislation
or by government orders
Personnel records, research and statistics
SUSHANT SHARMA
Discipline
Approaches to Discipline
Negative Discipline
Consistency of Treatment
Circumstances of the Case
Progressive Penalties
Reasonable Rules & Standares
Right of Appeal
SUSHANT SHARMA
Discipline (Contd.)
Offences
Minor or Moderate Offences
Serious Offences
Meaning of Indiscipline
Dealing with Indiscipline
Approaches to Discipline
Punishment
Termination
Preserve Findings
Summary
SUSHANT SHARMA
Industrial relations
Method covered in standing order
1. Type of workmen Permanent, Temporary, Badlis, Probations ,casual, Apprentice
2. Manners of intimating to workmen period & hours of works, holiday, days, pay days &
wages rates.
3. Shift working
4. Attendance & Late coming
5. Condition of procedure in apply for & the authority which may grant, lean & hole days.
6. Requirement to enter premises by certain gates, & liabilities co search.
7. Closing & reopening of sections of the industrial establishment & temporary stoppage
of work & rights & liabilities of employer & workmen arising there form.
8. Termination of employment & notice thereof to be given top employer & workmen.
9. Suspension on dismissal for nonconducte & act on omissions which constitutes
misconduct.
10. Age of superannuation: Any other matter which may be prescribed.
SUSHANT SHARMA
Issue and service of a charge sheet calling upon the employee to submit an
explanation.
ii. Consideration of the explanation.
iii. Giving notice of an enquiry into the charges in case of unsatisfactory
explanation.
iv. Suspension with or without pay, pending enquiry (if needed)
v. Enquiry into the change:
Deciding as to who should conduct
Deciding as how to proceed
Deciding about the order of examining witnesses
While stating the offence, the date, time and place of its commission and
all other relevant details should be given.
iii. If in a firm, standing orders are in force, then the wording of the charges
should be inconsonance with the wording in the standing orders.
iv. The proposed punishment may be mentioned.
v. It should call upon the worker to submit an explanation in writing within a
specified time or date.
vi. The charge-sheet should be issued under the signature of the disciplinary
authority and not of the enquiry officer.
vii. The charge-sheet should be properly served and there should be strict
proof of issue and delivery so that later the worker may not deny it. The
following alternatives exists: (a) when the workman is present, hand over
and obtain signature on duplicate copy, (b) if he refuses to sign, then
duplicate may be signed by the manager and two witnesses, (c) deliver it
to him by registered post, (d) if the registered charge-sheet is returned
unserved, then it should be displayed, when removed, etc, and (e) in
appropriate cases, the charge-sheet should be published in a local
newspaper having sufficient circulation or coverage.
2.
3.
4.
Submit his explanation admitting the charge and ask for leniency even if
such an admission is unqualified and unambiguous the enquiry should be
held before awarding the punishment. In such an enquiry, the enquiry
officer need not record evidence but should record findings on the basis of
the admission of charges in the workers presence and his signature may
obtained.
Submit his explanation refusing the charge-sheet. Then it is to be carefully
examined, to find out whether the explanation is satisfactory or not. A
further decision about proceeding in the matter and a detailed enquiry is to
be taken on that basis.
Apply for an extension of time for submitting and explanation. If such an
extension is reasonable then it should be given, so as to avoid further
controversy.
Fail to submit his explanation, the employer may follow further proceedings
of enquiry.
instead of those
While framing the notice, care should be taken not to make a statement which
would indicate that the workmans case has been prejudged, e.g. statement
that the explanation was false etc. should not be made.
Welfare activities
Conducting family get together.
Organizing at least two retreats for senior management
where they would be made aware of the important
developments in the organization and the futuristic policies
envisaged.
Conducting a talent contest among employees and their
families.
Encouraging the children's of employees by awarding them
for their academic as well as extracurricular achievements
SUSHANT SHARMA
SUSHANT SHARMA
SUSHANT SHARMA