Documente Academic
Documente Profesional
Documente Cultură
PERFORMANCE APPRAISAL
2. GREIVANCE
3. DISCIPLINE
4. RECURITMENT
5. SELECTION
6. CAREER PLANNING AND DEVELOPMENT
7. EMPLOYEE TRAINING
8. COLLECTIVE BARGAINING
9. INDUSTRIAL CONFLICTS
10. PROMOTION, TRANSFER, DEMOTION
11. PARTICIPATIVE MANAGEMENT
PERFORMANCE APPRAISAL
The basic purpose is to find out how well the employee is performing the job and
establish a plan of improvement.
Performance appraisal is not job evaluation. It refers to how well someone is doing
the assigned job. Job evaluation determines how much a job is worth to the
organization and there for, what range of pay should be assigned to the job.
Performance appraisal is a continuous process in every large scale organization.
ESTABLISHING PERFORMANCE
STANDARD
CONNUNICATION OF PERFORMANCE
STANDARDS
MEASUREMENT OF ACTUAL
PERFORMANCE
COMPARISON OF ACTUAL
PERFORMANCE WITH THE
STANDARDS
FOLLOW UP ACTIONS
Traditional methods:
Confidential report method
It is mostly used in government organizations. It is a descriptive report generally prepared
at the end of the year, by the employees immediate superior. The report highlights the
strengths, weaknesses, major mistakes, merits, good work done etc. of the subordinate.
The impression of the superior about the superior is merely recorded here. It does not
offer any feedback to appraise. It is a narrative method of performance appraisal
since the report is not made public and hence no freedom is available, the subjective
analysis of the superior is likely to be hotly contested.
Ranking method
This is relatively easy method of performance evaluation. In it, the ranking of an
employee in a work group is against that of another employee. The relative position of
each employee is tested in terms of his or her numerical rank, for example, when there are
five employees (A,B,C,D,E) to be compared, then As performance is compared with that
of Bs and decision is arrived at as to whose is the better or worst. Next, B is also
compares with all others. Since A is already compared with B, this time B is to be
compared with only C, D, and E In this evaluation is asked to rate the employees from
highest to lowest on some overall criterion. It is easier to rank the best and the worst
employee, it is very difficult to rank the average employees.
A rating score from the checklist helps the manager in evaluation of the
performance of the employee.
Essay Appraisal
Under this method the rater is asked to express the strong as well as the weak points of
the employees behavior. This technique is normally used with a combination of the
graphical rating scale because the rater an elaborately present the scale by sustaining an
explanation for his rating. In it, the rater considers the following factors:
Job knowledge and potential of the employee.
Employees understanding about the companys programmes, policies, objective, etc.
The employees general planning, organizing and controlling ability.
The employees relation with the co-workers and superiors.
The attitude and perceptions of the worker, in general.
Group appraisal
In this method an employee is appraised by a group of appraisers. This group consists of
the immediate supervisor of the employee, other supervisors who have close contact with
employees work, manager or head of department or consultant. The head of department
or manager may be the chairman of the group and the supervisor may act as the
coordinate for the group activities. The immediate supervisor enlighten other
members about the job characteristics, demand, standards or performance etc. then
the group appraise the performance of the employee, compares the performance
with the standards, finds out the deviation, discusses the reasons, therefore suggests
ways for improvement of performance, prepares an action plan, studies the need for
change in the job analysis and standards and recommends changes, if necessary.
This method eliminates personal bias to a large extent, as performance is
evaluated by multiple rates. However, it is very time consuming process.
B) Modern Methods:
Human resource accounting
HRA is a sophisticated way to measure in financial terms the effectiveness of the personal
manager activities and the use of people in an organization. It is process of accounting
people as an organization resource. It tries to place a value on the organizational human
resources as assets and not as expenses. This method shows the investment the
organization makes in the people and how the value of these people change over a
time. The acquisition of employee is compared with the replacement cost from time
to time. In brief, in this method the employees performance is evaluated in terms of
costs and contributions of employees.
Management by objectives
It is the modern method of evaluating the performance of personnel. Managers have
become increasingly aware that the traditional performance evaluation systems are
characterized by facing goals. The concept of MBO is actually the outcome the
pioneering work of Drucker, Mcgreger and Odioine in management science. MBO can be
described as the process whereby the superior and subordinate manager of an
organization jointly identify its common goals, each individuals areas of operations,
responsibility in terms of results expected of him and use these measures as a guide
for operating the unit and assessing the contributions of each of its members. MBO
thus represents more than an evaluation process.
Subordinates
In developed countries, the concept of change superiors rated by subordinates in being
used in most organizations. Such a method can be useful provided the relationships
between superiors and subordinates art cordial. Subordinate's ratings in such cases can be
quite useful in identifying competent superiors.
Self-Appraisal
If individuals understand the objectives they are expected to achieve and the standards by
which they are to be evaluated, they are to a great extent in the best position to appraise
their own performance. Also, since employee development means self-development,
employees who appraise their own performance may become highly motivated.
Users of Services/Customers
The customers on users of services can, better judge employee performance in service
organizations relating to behaviors, promptness, speed in doing the job and accuracy.
Example, students better judge a teachers performance.
Consultants
Sometimes consultants may be engaged for appraisal when employees or employers do
not trust the supervisory appraisal and management does not trust the self-appraisal and
the appraisal done by subordinates. In such situation, the consultants are trained and they
observe the employee at work for sufficiently long periods for the purpose of
appraisal.
When to appraise?
Informal appraisals are conducted whenever the supervisor or personnel manager feel it
necessary. However, systematic appraisals are conducted on a regular basis; say for
example, every six month or annually.
PURPOSES OF PERFORMANCE APPRAISAL
To create and maintain a satisfactory level of performance.
To contribute to the employee growth and development thought training, self and
management development programmes.
To help the superior to have a proper understanding about their subordinates.
To guide the job changes with help to continuous ranking.
To facilitate fair and equitable compensation based on performance.
To provide information for making decision regarding lay off, retrenchment etc.
1) MEANING/ DEFINITION :
The concept Grievance has been defined in several ways by different authorities
some of the definition are follows:
Beach defines a grievance as any dissatisfaction or feeling of injustice in connection
with ones employment situation that is brought to the notice of the management, where
as Flippo indicate the grievance as a type of discontent which must always be expressed
A grievance is usually more formal in character than a complaint. It can be valid or
ridiculous, and must grow out of something connected with company operations or
policy. It must involve interpretation or application of the provision of the labour
contract.
Jucius defines a grievance as any discontent or dissatisfaction, whether exposed or
not, whether valid or not, arising out of anything connected with company which an
employee thinks, believes or even feels to be unfair, unjust or inequitable.
A grievance is more than likely a violation of an employee's rights on the job, a right
that is usually, but not always defined by the contract. In seeing a grievance in this way,
we can understand better that the best place to look for a way to defend the member is in
the language of the contract. So for all practical purposes, every union officer must go
back to the contract first when a member comes in with a complaint or a problem. The
contract provides us with the strongest ammunition in resolving the issue for our member.
Is the contract the only means to resolve member's grievances? Of course not. But it is
probably the strongest leg you have to stand on. Lastly, there are many grievances that
fall into a large category which we say are discipline-related. The union can challenge
certain rules or their application. We may argue that a member is being disciplined
without "just cause" or he or she is suffering from disparate treatment. The two
expressions are simply an arbitrator's or lawyer's way of saying the member is being
disciplined unfairly.
So the best advice that can be offered in handling a member's problem is to check
the contract first. If there is any reasonable way of dealing with the issue as a contract
violation, you ought to use it. You and your local union are only limited by the
contract, the skills of the grievance representatives, and the power of the local union.
Grievance procedure is necessary for any organization due to the following reason:
Most grievances seriously disturb the employees. This may affect their moral,
productivity and their willingness to cooperate with the organization. If an explosive
situation develops, this can be promptly attended to if grievance handling procedure is
already in existence.
It is not possible that all the complaints of the employees would be settled by first-time
supervisors, for these supervisor may not have had a proper training for the purpose, and
they may lack authority. Moreover, there may be personality conflicts and other cause as
well.
It serves as a check on the arbitrary action of the management because supervisors know
that employees are likely to see to it that their protest dose reach the higher management.
It serves as an outlet for employees gripes, discontent and frustrations. It acts like a
pressure value on a steam boiler. The employees are entitled to legislative, executive and
judicial protection and they get this protection from the grievance redressal procedure,
which also acts as a means of upward communication.
endorses the ACAS Code of Practice1 for handling disciplinary and grievance issues
summarizes the statutory procedures which came into force in October 2004
includes the CIPD viewpoint.
Summary
A summary of issues which can be addressed through the Basic Grievance Procedure
include, but are not limited to, the following: All allegations of discrimination; allegations
of non-compliance with the Personnel Rules; improvement of systems, practices or
procedures; safety; health; working conditions; materials or equipment; supervisory
practices or procedures considered improper or unfair; disciplinary actions such as
suspensions of 40 hours or less, reprimands or memos of concern; or any other
matters subject to the authority of the ADOA Director and for which no other
method of redress is provided or prohibited in the Personnel Rules.
Restrictions
Non-Applicable Matters
A summary of issues which cannot be addressed through either the Basic or the EPAS
Grievance Procedure, include, but are not limited to, the following: Retirement issues;
life insurance or health insurance issues; suspension for more than 40 working hours,
demotion, or dismissal resulting from disciplinary action; any examination, certification
or appointment; any classification action; and any reduction in force action and matters
not subject to the Department of Administration control. Other avenues exist to seek
redress or remedy involving these actions.
Amendments
Once a grievance is referred to any step beyond the immediate supervisor, it may not
be amended. If additional documentation is submitted by the grievant after the initiation
of the grievance, the reviewing official may remand the grievance to the appropriate
previous level for reconsideration. It is the employee's responsibility to provide
documentation to support the allegations raised in the grievance.
Representation
At any step of the grievance procedure after the mandatory pre-grievance oral
discussion (see below), grievant may select one representative to provide advice and/or
speak for the grievant at any meetings determined necessary by management in the course
of the grievance process. An ADOA employee who serves as a representative is required
to request and obtain prior approval for annual or compensatory leave for any time
devoted as a representative during regular working hours. If a representative is chosen,
the representative shall be identified on the grievance form
Group Grievance
Should a group of employees file a grievance, all employees of the group are required
to sign the grievance and to clearly designate, on the grievance form, one member who
will act as the group's contact person. The contact person will act as a speaker for the
group in any meetings determined necessary by management.
Preparation Time
During the entire formal grievance process (after the oral discussion at Step I),
employees are allowed up to four hours with pay to prepare the grievance and/or confer
with their official representative on the grievance. Employees cannot use state equipment
for this process. Employees must request and obtain prior supervisory approval for time
off, which will be subject to the operational needs of the unit. The time an employee
devotes to attending any meetings scheduled by management to discuss the grievance is
considered work time and is not included in the four-hour limitation specified above.
Extensions
The ADOA Personnel Rules require that the agency head respond to a grievant not
later than 40 working days after receipt of the grievance at the first step. Within the 40
working days requirement, the time at any step may be extended by the agency head with
concurrence of the grievant. If at any step the response is not made within the prescribed
time and no extension has been agreed upon, the employee may submit to the next step.
Procedures
When an employee wants to submit a basic grievance, the employee must: Use the
appropriate form; state the problem and outline all of the specific facts, circumstances and
issues involved; provide all the appropriate documentation to support the allegations;
state the specific resolution which is sought; of a Personnel Rule violation is alleged, the
specific rule alleged to have been violated must be stated as well as an explanation of how
the rule was violated; and, the employee must sign the grievance at each step and state
why the response at the previous level was not satisfactory.
The employee must also meet the mandatory oral discussion requirement prior to
submitting the complaint and adhere to the required time limitation for submitting a
grievance.
Step I
The Step I responding authority is the employee's immediate supervisor.
The time limit for submitting the grievance is 10 working days from the date of the action
being grieved. If a suspension is being grieved, the date of the action is considered to be
the first day of the suspension. The date the action occurred is not counted when
determining
To provide individuals with a course of action should they have a complaint (which
they are unable to resolve through regular communication with their line manager).
To provide points of contact and timescales to resolve issues of concern.
It is essential that grievances from employees are treated in the same fair manner.
Failure to address grievances leaves employees with residual anger and can lead to
general unrest and disputes in the workplace.
Employees must know to whom they can turn in the event of a grievance and the support,
such as counseling or sources of advice, that is available to them. All line and senior
managers must be familiar with their organizations grievance procedure.
There are a number of additional factors to bear in mind when dealing with grievances
concerning harassment. For further details see our fact sheet on
Employees should also be aware of the formal route open to them, including:
the three stages of the statutory procedure and any further elements of the organizations
additional procedures
with whom to raise the complaint and appropriate sources of support
timescales within which the organization will seek to deal with the complaint
details of the stages of the grievance procedure e.g. how a complaint may be raised with
the next level of management if a satisfactory resolution is not reached.
An employee should be given the right to be accompanied to grievance hearings by a
colleague or trade union representative as explained above.
As in disciplinary matters, record keeping is important
Your employers grievance procedure may have more than three steps, but it must include
the following.
1. Written statement
You must set out your grievance in writing (often called a step one letter). Your
employers grievance procedure should say who to send your letter to. If thats the person
causing the problem, or if theyve ignored previous complaints, send it to the HR
department or to the persons boss.
2. Meeting:
Your grievance should be looked into in a fair and unbiased way. Your employer
should invite you to a meeting (sometimes called a hearing) to discuss the problem, and
you should attend if you can. If there is someone else involved, they might also be there
(but you should tell your employer if you are uncomfortable with this).The meeting
should be at a convenient time for you and anyone else involved. If you think youve not
had enough time to prepare, ask for more time. If your employer doesnt agree (and they
dont have to), you should go to the hearing, but make sure that your lack of preparation
time is noted. Gather your thoughts before the meeting. Dont be afraid to write down
what it is you want to say. There is nothing wrong with reading this out at the meeting. It
is up to your employer what format the meeting takes but they will normally go through
the issues that have been raised and give you the opportunity to comment. The main
purpose of the meeting should be to try to establish the facts and find a way to resolve the
problem. The Advisory, Conciliation and Arbitration Service (Aces) have a code of
practice which sets out how your employer should carry out a grievance procedure. If you
ask your employer beforehand, you have a legal right to take a companion (who is a
colleague or trade union representative) to the meeting with you. If no colleague is
willing to accompany you, and youre not a union member, ask if you can bring a family
member or a Citizens Advice Bureau worker (but your employer does not have to agree
to this). The companion can present and/or sum up your case, talk on your behalf and
confer with you during the hearing. Theyre protected from unfair dismissal or other
mistreatment for supporting you. The meeting must be at a convenient time for your
companion. You can ask for a postponement of up to five days if necessary to get your
chosen companion there. You should be given notes of the meeting, and copies of any
information given by other people. Unless they need to investigate further, your employer
should tell you reasonably quickly whats been decided, and about your right to appeal if
youre not satisfied. You might be told of the outcome verbally at first but it will usually
be confirmed in writing.
3. Appeal meeting:
If youre not satisfied with the decision, or you think the procedure followed was
seriously flawed, you have the right to an appeal. This is usually heard by a higher level
of management. If that isnt possible, your employer could ask an Aces mediator or other
independent person to hear it. The appeal hearing is similar to the original meeting,
and you have a right to a companion, as before. Your employer should give you
enough time to appeal. If they dont, make your appeal anyway, and say that youll
provide more information later. If you are considering taking your issue to an
Employment Tribunal you may want to appeal even if it seems pointless, because a
tribunal award could be reduced if you dont. If you cant sort out the dispute, you
can get help through mediation, conciliation or arbitration, if your employer agrees
to it.
DISCIPLINE
1)INTRODUCTION:
Discipline is required for both the organization and the individual. In the organization
it is needed to regulate the behavior of people, maintain peace and channel their efforts
towards organizational goal. Sad to sate, most people do not exercise self discipline and
this fact makes external control necessary for brining order within an organization.
CONCEPT
NEGAIVE DISCIPLINE
Employees comply with rules not out fear of punishment but out of an inherent
desire to cooperate and achieve goals. Where the organizational climate is market by
two-way communication, clear goals, effective leadership, adequate compensation
employees need not be discipline in the traditional way. Positive discipline, according
to Spriegel enables an employee, to have a greater freedom in that he enjoys a
greater degree of self-expression in striving to achieve the objective, which he
identifies as his own.
4)PROGRESSIVE DISCIPLINE:
The concept o progressive discipline states that penalties must be appropriate to the
violation. If inappropriate behaviour is minor in nature and has not previously occurred an
oral may be sufficient. If the violation requires a written warning, it must be done
according to a procedure. After written warnings, if the conduct of the employees is still
not along desired lines, serious punitive steps could be initiated. In case of major
violations such has hitting a supervisor may justify the termination of an employee
immdiately. In order to assist a manager to recognize the proper level of disciplinary
action, some firms have formalized the procedure.
Without the continual support of the subordinate, no manager can get things done. But
disciplinary action against a delinquent employee is painful and generates resentment on
his part.
According to the Red Hot Stove rule disciplinary action should have following
consequences:
A} Burns immediately: If disciplinary action is to be taken, it must occur
immediately so the individual will understand the reason for it. With the passage of
time, people have tendency to convince themselves that they are not fault.
The Industrial Employment Act was passed in 1946 with a view to improve the
industrial relation climate. The Act requires that all establishment must define the service
rules and prepare standing order. The term Standing order refers to the rules and
regulation which governs the condition of employment of workers. They indicate duties
and responsibility on the part of both the employer and the employees. The standing order
contains rules relating to classification of employees, working hours, holidays, shift
working, attendance, leave, suspension, stoppage of work, redreassal of these terms and
condition may lead to misconduct or indciplpine.
7)DISCIPLINARY ACTION:
Though there is no rigid and specific procedure for taking disciplinary action, the
disciplinary procedure followed in Indian industries usually consist of the following
steps:
a. Issuing the letter of charge: When a employee commits an act of misconduct that
required disciplinary action, the employee concerned should be issue a charge
sheet. Charges of misconduct or indiscipline should be clearly and precisely
stated in the charge sheet.
d. Holding of a full fledge enquiry: These must be in conformity with the principle
of natural justice, that is the employee concerned must be given an opportunity,
of being heard. When the process of enquiry is over an findings of the same are
record, the enquiry officer should suggest the nature of disciplinary action.
There are two main areas where the disciplinary system is used:
capability/performance and conduct.
Capability/performance
It is inevitable that at some stage all employers will encounter difficulties with the
performance of their employees in the workplace (these can stem from difficulties on the
part of the organization such as insufficient training and support, or a lack of leadership or
inappropriate systems of work, as well as the individual who is struggling to fulfill their
responsibilities). It is good practice and also more efficient that such issues are addressed
informally, as and when they arise, by managers via discussions which clarify 'what good
performance looks like', goal setting, support and timely positive feedback where
appropriate. Only when these options have been exhausted and where there is no
alternative should managers should enter a more formal disciplinary procedure.
Situations where an individual is unable to do their job because of ill-health also fall into
this category. In these instances an employee should be dealt with sympathetically and
offered support. However, unacceptable levels of absence could still result in the
employer making use of warnings.
Conduct
Record-keeping
All records should be kept meticulously, as this will be vital should a case be perused
at an employment tribunal. Since the burden of proof is on the employer to show that the
dismissal is not unfair or unreasonable, keeping records is vital. Type of records that
should be kept by employers is minutes of meetings, attendance, notes of telephone calls,
copies of correspondence etc.
All line managers should be trained and supported so that they are able to carry out
disciplinary meetings with their team. The HR department should be able to assist them
by providing a source of independent advice on preparing for and conducting the
interview, as well as sharing knowledge about similar cases in the organization and
relevant legislation.
Ensure you have investigated all the facts in advance (including consulting the
individual's personal file for relevant information) and plan how you will approach the
meeting.
Make sure the employee knows from the letter inviting them to the meeting why they
have been asked to attend and that they have a right to have a companion present.
Make sure the individual has reasonable notice, ideally more than 48 hours; so that they
have a chance to arrange an appropriate representative if they wish.
Make sure another member of management can be there to take detailed notes and help.
Never pre-judge the outcome of the interview before hearing the employee's
perspective.
Start the interview by stating the complaint to the employee and giving appropriate
statements from people involved.
Give the employee ample opportunity to put forward their side of the story and call any
supporting witnesses.
You can also call witnesses, but they can only be in the room for the relevant part of the
interview - not the duration.
Make use of adjournments: always take a break to consider and obtain any extra
information you need before reaching your decision. You can also use if things become
heated or people are upset during the interview.
Deliver the decision (and give reasons, taking into account any mitigating circumstances),
confirm review periods and ensure you give details of how to appeal.
Confirm the decision in writing.
It is important that everyone involved in disciplinary action understand the importance of
following the correct procedure, as even if the case against an employee seems proven,
they can still be deemed to have been treated unfairly if the correct procedures are not
followed.
An individual is entitled to be accompanied by a work colleague or trade union official at
formal disciplinary and grievance interviews, and to select a companion of their choice. It
would be good practice for an employer also to offer this at any purely investigatory
meeting.
No action
After the meeting, the employer may decide that no action is necessary. For example,
if an employee was unclear about what was expected from them and they agree to try to
resolve the issue via additional support or counseling.
Warnings
Recruitment means to estimate the available vacancies and to make suitable arrangements
for their selection and appointment. Recruitment refers to Discovering potential
applicants for actual or anticipated organizational vacancies. Recruitment is a process To
discover the source of manpower to meet the requirements of staffing, to employ effective
measures for attracting potential manpower in adequate number. Recruitment is the
process of identifying the sources for prospective candidates and to stimulate them to
apply for the job. Its linking activity bringing together those with jobs and those seeking
jobs. It locates the source of manpower to meet the requirements and job specifications.
In recruitment process available vacancies are given wide publicity and suitable
candidates are encouraged to submit application so as to have a pool of eligible
candidates for scientific selection.
In recruitment, information is collected from interested candidates. For these different
sources of recruitment such as newspaper advertisement, employment exchange, internal
promotions, etc. are used. In the recruitment, a pool of eligible and interested candidates
is created for the selection of most suitable candidate. Recruitment represents the first
contact that a company makes with potential employees.
Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates (qualified job applicants) are encouraged to submit
applications for the purpose of selection.
DEFINITION OF RECREUITMENT
According to Edwin Flippo, Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization.
OBJECTIVES OF RECRUITMENT
The objectives of recruitment are as follows:
(i) To attract people with multi-dimensional skills and experiences that suit the
present and future organizational strategies,
(ii) To induct outsider with a new perspective to lead the company,
(iii) To infuse fresh blood at all levels of the organization,
(iv) To develop an organizational culture that attracts competent people to the
company,
(v) To search or head hunt/head pouch people whose skills fit the companys
values,
(vi) To search for talents globally and not just within the company.
PURPOSE OF RECRUITMENT
Recruitment has three major purposes:
1) to increase the pool of job applicants with minimum cost.
2) To meet the organizations legal and social obligations regarding the demographic
composition of its workforce.
3) To help increase the success rte of the selection process by reducing the
percentage of applicants who are either poorly qualified or have the wrong skills.
SOURCES OF RECRUITMENT
The sources of recruitment may be grouped into:
Internal sources
External sources
EXTERNAL SOURCES
As the term implies the external source of recruitment is of potential workers who are not
currently member of the organization. It usually includes new entrants to the labour force
the unemployed and people employed in the other organization seeking the change.
Company managements have to use eternal sources for the recruitment of supervisory
staff and managers as and when necessary. This may be with a view to introducing the
new blood in the organization. External recruitment is one way of bringing into the
organization that has new skills or abilities and different way of approaching job task.
Following are the most common external source of managerial recruitment.
4) Job Fairs: - Job fairs are very effective. A job fair is an event sponsored by a
"job fair" company who charges a fee to participating employers. The "job
fair" company will typically advertise in local media to attract qualified
applicants. Hiring managers can meet multiple candidates and conduct on-
the-spot interviews. Because the applicants may be interviewing with
multiple employers, it is imperative to respond quickly with invitations for in-
plant interviews of qualified candidates. If a job fair results in just one hire it
is usually cost effective.
5) Employment Agencies: - The firm contacts an organization whose main
purpose is locate job seekers. The company provides the agency with
information about the job, which the agency then passes along to its clients.
Clients may be either employed or unemployed. Agencies can either be public
or private. Fees may be charged to either or both the client seeking a job and
the company seeking applicants.
6) Walk-ins, Write-ins and Talk ins:- The most economical approach for
recruitment of candidates is direct applications. The job seekers submit
applications or resumes directly to the employer. The advertisement mentions
date, day and timing during which the applicant can walk in for an
interview. Write-ins are those who send written inquiries. These applicants a
raked to complete application forms for further processing. Talk-ins is now
becoming popular and the applicants are required to meet the employer for
detailed talks. The applicant is not required to submit any applications.
In brief, internal methods of recruitment should be used to extent possible but too much
dependence on internal methods is undesirable and may prove costly to the organization
in the long run.
IMPORTANCE OF SELECTION
The importance of selection may be judged from the following facts:-
SELECTION PROCEDURE
1) Job Analysis: - Job analysis is the basis for selecting the right candidate.
Every organization should finalize the job analysis, job description, job
specification and employee specification before proceeding to the next step of
selection.
5) Written test:- The organization have to conduct written examination for the
qualified candidates after they are screened on the basis of the application
blanks so as to measure the candidates ability in arithmetical calculations, to
know the candidates attitude towards job, to measure the candidates
aptitude, reasoning, knowledge in various disciplines, general knowledge and
English language. Intelligence test measures the individuals capacity or
reasoning, verbal comprehension, numbers, vocabulary, word fluency etc.
aptitude test measures individuals capacity or talent ability to learn a job if
he is given adequate training.
8) Physical Examination: - The candidates who have crossed the above hurdles
are required to go for the medical examination. This is very important
because of a person of poor health cannot work competently and the
investment in him may go waste. Thus, a thorough medical examination is
essential.
PRINCIPLE OF PLACEMENT
Following principles are followed at the time of placement of an employee:
1) The man should be placed on the job according to requirements of the job. The job
should not be adjusted according to the qualifications or requirements of the man.
Job first, man next should be the principle of placement.
2) The job should be offered to the man according to his qualifications. Neither
higher, nor lower job should be offered to the new employee.
3) The employee should be made conversant with the conditions prevailing in the
industry and all things relating to the job. He should also be made aware of the
penalties if he commits a wrong.
4) While introducing the job to the new employee, an effort should be mad to
develop a sense of loyalty and cooperation in him so that he may realize his
responsibilities better towards the job and the organization.
CAREER PLANNING AND DEVELOPMENT
INTRODUCTION:-
The term career planning is frequently used in relation young boys and girls studying
at the college level. College students are expected to consider their qualities (physical and
mental), psychological make-up, likes and dislikes, inclinations, etc. and decide what they
want to be in their life. In other words, they should decide what they want to achieve in
their life and adjust their education and other activities accordingly. This means they have
to plan their career. In such career planning, parents, family members and college teachers
offer helping hand and guide young boys and girls in selecting the most suitable career.
Lot of literature, psychological tests etc. are also available on career planning. Even
lectures, workshops and TV programmes are arranged for guiding students on
career selection (particularly after the declaration of HSC results). Career planning
enables them to use their abilities/qualities fully and make their life happy,
prosperous and rich in quality. At present, even experts are available to help youth
in their career planning. IQ and other tests are also conducted for this purpose.
The term career planning and development is used extensively in relation to business
organizations. It is argued that if the organizations want to get the best out of their
employees, they must plan the career development programmes in their organization
effectively. Such programmes offer benefits to employees and also to the organizations.
The employees will develop new skills will be available to the organization. This type of
career planning can be described as organizational career planning.
Employees (of all categories) want to grow in their careers as this provides more
salary, higher status and opportunity to use knowledge, education and skills effectively.
An individual with potentials joins a firm not for job but for career development. An
organization has to provide better opportunities to its employees in their career
development and also use their efficient services for the benefit of the organization.
The information collected on these aspects serves as the base for the preparation of
career development plan for the future period.
1. ANALYSIS OF PESONNEL SITUATION
4. SELECTION OF PRIORITIES
5. DEVELOPMENT OF CAREER PLANS
7. MANAGERIAL PLANNING
8. IMPLEMENTATION
CAREER STAGES:-
Education is thought of in terms of employment. People go for school and college
education and prepare for their occupation. Very few people stick to the same job
throughout their life. Most of them switch job either within the organization or in some
other organization. Chances are they change jobs, depending on available opportunity,
several times before retirement. Where opportunity is restricted they continue with
the same job. They go through the following stages:
1) EXPLORATION:-
Almost all candidates who start working after college education start around mid-
twenties. Many a time they are not sure about future prospects but take up a job in
anticipation of rising higher up in the career graph later. From the point of view of
organization, this stage is of no relevance because it happens prior to the
employment. Some candidates who come from better economic background can
wait and select a career of their choice under expert guidance from parents and
well-wishers.
2) ESTABLISHMENT:-
This career stage begins with the candidate getting the first job getting hold of the
right job is not an easy task. Candidates are likely to commit mistakes and learn
from their mistakes. Slowly and gradually they become responsible towards the
job. Ambitious candidates will keep looking for more lucrative and challenging
jobs elsewhere. This may either result in migration to another job or he will
remain with the Same job because of lack of opportunity.
3) MID-CAREER STAGE:-
This career stage represents fastest and gainful leap for competent employees who
are commonly called climbers. There is continuous improvement in
performance. On the other hand, employees who are unhappy and frustrated with
the job, there is marked deterioration in their performance. In other to show their
utility to the organization, employees must remain productive at this stage.
climbers must go on improving their own performance. Authority,
responsibility, rewards and incentives are highest at this stage. Employees tend to
settle down inn their jobs and job hopping is not common.
4) LATE CAREER:-
This career stage is pleasant for the senior employees who like to survive on the
past glory. There is no desire to improve performance and improve past records.
Such employees enjoy playing the role of elder statesperson. They are expected to
train younger employees and earn respect from them.
5) DECLINE STAGE:-
This career stage represents the completion of ones career usually culminating
into retirement. After decades of hard work, such employees have to retire.
Employees who were climbers and achievers will find it hard to compromise
with the reality. Others may think of life after retirement.
II. EXPOSURE:-
Career development comes through exposure, which implies becoming known by
those who decide promotions, transfers and other career opportunities. You must
undertake actions that would attract the attention of those who matter most in an
organization.
III. NETWORKING:-
Networking implies professional and personal contacts that would help inn
striking good deals outside (e.g., lucrative job offers, business deals, etc.). for
years men have used private clubs, professional associations, old-boy networks to
gain exposure and achieve their career ambitions.
IV. LEVERAGING:-
Resigning to further ones career with another employer is known as leveraging.
When the opportunity is irresistible, the only option left is to resign from the
current position and take up the new job (opportunity in terms of better pay, new
title, a new learning experience, etc.). however, jumping the jobs frequently (job-
hopping) may not be a good career strategy in the long-run.
V. LOYALTY TO CAREER:-
Professionals and recent college graduates generally jump jobs frequently when
they start their career. They do not think that career-long dedication to the same
organization may not help them further their career ambitions. To overcome this
problem, companies such as Infosys, NIIT, WIPRO (all information technology
companies where the turnover ratios are generally high) have come out with
lucrative, innovative compensation packages in addition to employee stock option
plans for those who remain with the company for a specified period.
VI. MENTORS AND SPONSORS:-
A mentor is, generally speaking, an older person in a managerial role offering
informal career advice to a junior employee. Mentors take junior employees under
their protg and offer advice and guidance on how to survive and get ahead
in the organization. They act as role models. A sponsor, on the other hand, is
someone in the organization who can create career development
opportunities.
c) RESIGNATIONS:-
Employees may resign the present job in the organization, if they find that career
opportunities elsewhere are better than those of the present organization.
d) CHANGE THE JOB:-
Employees who put organizational loyalty above career loyalty may change the
job in the same organization are better than those in the present job.
e) CAREER GUIDANCE:-
And counselling provides information, advice and encouragements to switch over
to other career or organization, where career opportunities are better.
EMPLOYEE TRAINING
INTRODUCTION:-
Training plays an important role in human resource development. It comes next to
recruitment and selection. In fact, the main purpose of training is to develop the human
resources present within the employees. In brief, training is the watchword of present
dynamic business world. Training is necessary due to technological changes rapidly
taking place in the industrial field. New machines, new methods and new techniques are
introduced in the production, marketing and other aspect of business.
Training is for developing overall personality of an employee. It also creates positive
attitude towards fellow employees, job and the organization where he is working.
Training is the responsibility of the management as it is basically for raising the efficiency
and productivity of employees.
The purpose of training is to achieve a change in the behaviour of those trained and to
enable them to do their jobs in a better way. The trainees will acquire new manipulative
skills, technical knowledge, problem solving ability or attitudes etc. training is not a one
step process but is a continuous or never-ending process. Training makes newly recruited
workers fully productive in the minimum of time. Even for old workers, training is
necessary to refresh them and enable them to keep up with new methods and techniques.
In short training is the act of improving or updating the knowledge and skill of an
employee for performing a particular job.
DEFINITION OF TRAINING:-
According to Edwin Flippo, training is the act of increasing the knowledge and
skill of an employee for doing a particular job.
SELECTION OF TRAINEES:-
Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial.
Training an employee is expensive, especially when he or she leaves your firm for a
better job. Therefore, it is important to carefully select who will be trained.
Training programs should be designed to consider the ability of the employee to learn
the material and to use it effectively, and to make the most efficient use of resources
possible. It is also important that employees be motivated by the training experience.
Employee failure in the program is not only damaging to the employee but a waste of
money as well. Selecting the right trainees is important to the success of the program.
TRAINING GOALS:-
The goals of the training program should relate directly to the needs outlined
above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the
company. Goals should include milestones to help take the employee from where he
or she is today to where the firm wants him or her in the future. Setting goals helps
to evaluate the training program and also to motivate employees. Allowing
employees to participate in setting goals increases the probability of success.
COLLECTIVE BARGAINING
INTRODUCTION
The phrase Collective bargaining is coined by Sydney & Beatrice Webb.
According to them collective bargaining is a method by which trade unions protect
& improve the conditions of their members working lives.
Before the Industrial Revolution, the employer, more or less, enjoyed unquestioned
powers on matters relating to wage, working conditions & other matters affecting
employees. The week bargaining strength of employees tempted them, on
occasions, to exploit the vulnerable situation to their advantage. Workers as a
result became restless & widespread protests followed. Governmental
intervention was of little help. Workers realized the importance of fighting jointly
on all work-related matters. This collective fighting spirit is behind the back of
collective bargaining. With the growth of union movement all over the globe &
the emergence of employers associations, the collective bargaining process has
undergone significant changes. Both parties have, more or less, realized the
importance of peaceful co-existence for their mutual benefit & continued progress.
OBJECTIVES
The main objectives of Collective bargaining are given below:
To settle disputes / conflicts relating to wages & working conditions.
To protect the interests of workers through collective plan.
To resolve the differences between workers & management though voluntary
negotiations & arrive at a customer.
To avoid third party intervention in matters relating to employment.
There are two stages in collective bargaining, viz., (i) the negotiation stage &
(ii) the stage of contract administration.
1. Negotiation
(a) Identification of Problems
The nature of the problem influences the whole process-whether the problem is
very important that is to be discussed immediately or it can be postponed for some
other convenient time, whether the problem is minor that it can be solved with the
other partys acceptance on its presentation & does not need to involve the long
process of collective bargaining process etc.
(b) Preparing for Negotiations
When it becomes necessary to solve the problem through collective bargaining
process, both the parties prepare themselves for negotiations.
(c) Negotiations of Agreement
Usually there will be a chief negotiator who is form the management side. He
directs & presides over the process. The chief negotiator presents the problem, its
intensity & nature & the views of both parties. When a solution is reached at, it is
put on the paper, taking concerned legislations into consideration. Both parties
concerned sign the agreement which, in tern, become a binding contract for both
the parties.
2. Contract Administration
Implementation of the contract is as important as making a contract. Management
usually distributes the printed contract, its terms & conditions throughout the
organization. The union takes steps to see that all the workers understand the
contract & implement it. From time to time depending upon changing
circumstances, both the parties can make mutually acceptable amendments.
INDUSTRIAL CONFLICTS
All the issues refer to collective bargaining may not be settled to the satisfactions
of both the parties. Such issues result in Industrial Conflicts.
Strike
A strike is a spontaneous and concerted withdrawal of the labour from production
temporarily. It is a collective stoppage of work by group of workers for pressuring
their employer to accept certain demands. The industrial disputes act 1947 has
define a strike as an assertion of work by a body of persons. employed in an
industry acting in combination, or a concerted refusal or a refusal under a common
understanding of any no of persons who are or have been so employed to continue
to work or to accept employment. Strikes are of several types,
Sympathetic strike
When a strike is undertaken to show sympathy with workers in other industries, it
is called as sympathetic strike.
General strike
It is a strike by all or most of the unions in a industry or a region
Unofficial strike
It is a strike undertaken without the consent of the unions.
Sectional strike
It is refusal of a section of a given class of workers to perform their normal duties.
Bumper strike
It is a strike when the unions plan to paralyse the industry, firm by firm, the order
being chosen by the union. Such strikes are supported by the contributions of those
who are still in work.
Sit down strike (also called stay-in, tool down, pen down strike)
It is a strike in which workers cease to perform this duties but do not leave the
place of work.
Slow-down strike
Known as a go-slow tactic the workers do not stop working but put brakes to the
normal way of doing things.
Lightning strike
Out of provocation, workers may go on strike without notice or at very short
notice. There is an element of surprise in such cat-call strikes.
Hunger strike
To gain sympathy from the public & get noticed by the employer, workers may
decide to forego food for a specified period. Small batches of workers may also go
on a relay hunger strike in a sequential order. Such non-violence protests generally
bring moral pressure on employers to iron out the differences with quickly.
Lock-outs
Lock-out is the counterpart of strike. It is a weapon available to the employer to
close down the factory till the workers agree to resume work on the conditions lead
down by the employer. The industrial Dispute Act of 1947 defined it as the
closing of a place of an employment, or the suspension of work or the refusal of an
employer to continue to employ any number of persons employed by him. If it is
impossible to meet the demand of workers, employers may decide to go for lock-
out. He may also draw the shutter down so as to bring psychological pressure
on the workers to agree to his condition or face closure of the unit.
Gherao
Gherao means to surround. In this method a group of workers initiate collective
action aimed at preventing members of the management from leaving the office.
This can happen outside the factory premises too. The persons who are gheraoed
are not allowed to move for a long time, sometimes without food or water. The
National Commission on Labour, while refusing to accept it as a form of
industrial protest, opined that gheraos tend to inflict physical duress (as
against economic pressure) on the persons affected & endanger not only
industrial harmony but also create problems of law & order.
Standing orders
Majority of the industrial disputes are related to conditions of employment. To
prevent the industrial conflict relating to employment conditions, standing orders
are formulated. It was made obligatory that standing orders should govern the
conditions of employment under the industrial employment (standing orders) act of
1946. The standing orders regulate the conditions of employment from the stage of
entry to the stage of exit or retirement. Standing orders act as a code of conduct for
the employees during the working life of employees as they provide dos & do
nots.
Grievance procedure
Grievances generally arise from day to day working relations. Grievances of
the employees are redressed by the management. Management can prevent the
occurrence of industrial disputes by solving the individual problems.
Collective bargaining
As discussed earlier, collective bargaining helps for settlement of issues &
prevention of industrial disputes. Government also helps trade unions & govt. to
come closer to each other & come to an agreement.
Strong trade unions
Strong trade unions have the stability of membership, sound financial position &
healthy polices. Such unions think & act constructively for the mutual benefit of
the employees & the management. These practices naturally prevent the industrial
conflicts.
Labour co partnership & profit sharing
Labour co partnership & profit sharing create a sense of belongness among the
employees & they fill that they are the partners in the company. As such, they
think & act for the benefit of the company.
Joint consultations
A Joint consultation between the employees & employer are the differences
between them & prevents industrial conflicts.
SETTLEMENT OF CONFLICTS
The methods of the settlement of conflicts generally include those mentions in the
below
1. Investigation
This is conducted by a board or court appointed by the government. It may be
voluntary or compulsory. If the investigation is conducted on an application by
either or both the parties to the dispute, it is voluntary. If the Government appoints
a Court of Inquiry to investigate into a dispute without the consent of the parties, it
is compulsory. Investigations do not aim at bringing about the settlement of
disputes directly, but by analyzing the facts, they aim at bringing about an
amicable solution. When the investigation is compulsory, the strikes & lock-outs
are required to be stopped & employers should not make any change in the
conditions of employment. The result of investigation has no serious effect on the
dispute because the general public is least bothered to make note of the dispute.
2. Meditation
Another attempt to settle disputes is Meditation. In this method, an outsider assists
the parties in their negotiation. It takes place with the consent of both the parties.
The mediator performs the messengers job for both the parties & he neither
imposes his will nor his judgment upon them. The main aim of meditation is the
settlement of disputes by brining about a voluntary agreement. There may be three
kinds of meditation:
a. The Eminent Outsider;
b. Non-Government Board; &
c. Semi-Government Board.
If meditation is conducted skillful & sympathetically along proper lines, it can
bring about the adjustment of differences that might otherwise contribute to
stoppage of work.
3. Conciliation
The main objective of a condition & arbitration is to reunite the two conflicting
groups in the industry in order to avoid interruption of production, distrust etc.
Conciliation is a process by which representatives of both workers & employers
are brought together before a third party with a view to persuading them to arrive
at some sort of settlement. It is an extension of collective bargaining with third
party assistance. It is the practice by which the services of the neutral third party as
used in a dispute as a means of helping the disputing parties to reduce the extent of
their differences & to arrive at an amicable settlement or agreed solution. It is a
process of rational & orderly discussions of differences between the parties to a
dispute under the guidance of a conciliator.
Conciliation machinery consists of a conciliation officer & board of conciliations.
The conciliator induces the parties to a course of action. He plays the role of an
innovator, protector, discussion leader, stimulator, advisor, face saver. He acts as a
safety value & a communication link.
The task of conciliation is to offer advice & make suggestions to the dispute on
controversial issues.
4. Voluntary Arbitration
If the two parties to the dispute fail to come to an agreement, either by themselves
or with the help of a mediator or conciliator, who agrees to submit the dispute to an
impartial authority, whose decision, they are ready to accept. The essential
elements in voluntary arbitration are:
The voluntary submission of dispute to an arbitration;
The subsequent attendance of witness & investigations &
The enforcement of an award may not be necessary.
When there are vacancies in an organization, they can be filled up by the internal or
external candidates. Though the organization prefers to fill up the vacancies by the
external candidates through the selection procedure, the internal candidates may
also apply for post and may be tested and selected for higher level job in the
organizational hierarchy at par with external candidates. Is such upward movement
of an employee a promotion? Or it is purely selection? It is purely a selection. If the
organization prefers to fill a vacancy only by the internal candidates, it assigns that
higher level job to the selected employee from within through promotion tests. Such
upward movement can be said as promotion.
Definition:-
Promotion is advancement of an employee to a better job- better in terms of
grater responsibility, more prestige or status, greater skills and especially increased rate of
pay or salary.
- Paul Pigors and Charles A. Myers.
In spite of these merits, this system also suffers from certain limitations. They are:
1) The assumption that the employees learn more relatively with length of service is not
valid as this assumption has reverse effect. In other words employees learn up to a
certain age and beyond that stage the learning ability of the cognitive process
diminishes.
2) It denominates the young and more competent employees and results in employee
turnover particularly among the dynamic force.
3) It kills the zeal and interest to develop as everybody will be promoted with or without
improvement.
4) Organizational effectiveness may be diminishes through the deceleration of the
human resource effectiveness as the human resource consists of mostly undynamic
and old blood.
5) Judging the seniority though it seems to be in the theoretical sense. it is highly
difficult in practice as the problems like job seniority, company seniority,
zonal/regional seniority, service in different organizations, experience as apprentice
trainee, trainee, researcher, length of service not only by days but hours and minutes
will crop up.
Thus the two main basic of promotion enjoy certain advantages and at the same time
suffer from certain limitations. Hence, a combination of both of them may be regarded as
an effective basis of promotion.
Seniority-cum-merit
Management mostly prefers merit as the basis of promotion as they are interested in
enriching its human resources. But trade union favour seniority as the sole basis for
promotion with a view to satisfy the interests of majority of their members.
Hence a combination of both seniority and merit can be considered as the basis for
promotion satisfying the management for organizational effectiveness and employees and
trade union for respecting the length of service. A balance between seniority and merit
should be struck and a new basis is to be developed. There are several ways in striking the
balance between these two basis.viz:-
1) Minimum length of service and merit:-
Under this method all those employees who complete the minimum service, say five
years, are made eligible for promotion and then merit is taken as the sole criteria for
selecting the employee for promotion from the eligible candidates. Most of the
commercial bank in India has been following this method for promoting the
employees from clerks position to officers position.
Benefit of promotion:-
1) Promotion places the employees in a position where an employees skills and
knowledge can be better utilized.
2) It creates and increases the interest of the other employees in the company as they
believe that they will also get their turn.
3) It creates among employees a feeling of content with the existing conditions of work
and employment.
4) It increases interest in acquiring higher qualifications, in training and in self
development with a view to meet the requirement of promotion
5) Promotion improves employee morale and job satisfaction.
6) Ultimately it improves organizational health.
Promotion policy
Every organizational has to specify clearly its policy regarding promotion based on its
corporate policy. The characteristics of a systematic promotion policy are:
1) It should be considered the sense that policy should be applied uniformly to all
employees irrespective of the background of the persons,
2) It should be fair and impartial. In other words it should not give room for nepotism,
favoritism etc.,
3) Systematic line of promotion channel should be incorporated
4) It should provide equal opportunities fro promotion in all categories of jobs,
departments, and regions of an organization
5) It should insure open policy in the sense that every eligible employee should be
considered for promotion rather than a closed system which consider only a class of
employees
6) It should contain clear cut norms and criteria for judging merit, length or service,
potentiality etc.
7) Appropriate authority should be entrusted with the task of making final decision
8) Favoritism should not be taken as a basis for promotion
9) It should contain promotional counseling, encouragement, guidance and follow-up
regarding promotional opportunity, job requirement and acquiring the required skills,
knowledge etc. it should also contain reinforcing the future chances in the mind of
rejected candidates and a provision for challenging the managements decision and
action by employee or union within the limits of promotion policy.
Types of Promotion
As already noted, a promotion involves an increase in status, responsibilities and pay. But, in certain
cases, only the pay increases, and the other elements remain stagnant. In other cases, the
status only increases without a corresponding increase in pay or responsibilities. Depending on
which elements increase and which remain stagnant, promotions may be classified into the
following types:
1) Horizontal Promotion:-
This type of promotion involves an increase in responsibilities and pay, and a change in
designation. But the employee concerned does not transgress the job classification. For
example, a lower division clerk is promoted as an upper division clerk. This type of promotion is
referred to as upgrading' the position of an employee.
2) Vertical Promotion:-
This type of promotion results in greater responsibility, prestige and pay, together with a change in
the nature of the job. A promotion is vertical when a canteen employee is promoted to an unskilled
job. The concerned employee naturally transgresses the job classification.
3) Dry Promotions:-
Dry promotions are sometimes given in lieu of increases in remuneration. Designations are different
but no change in responsibilities. The promotee may be given one or two annual increments.
Transfer
Meaning:-
Transfer is defined as a lateral shift causing movement of individuals from one position
to another usually without involving any marked change in duties, responsibility, skills
needed or compensation
Transfer is also defines as the moving of an employee from one job to another. It may
involve a promotion, demotion or no change in job status other than moving from one job
to another.
However transfer is viewed as change in assignment in which the employee moves from
one job to another in the same level of hierarchy requiring similar skill involving
approximately same level of responsibility, same status and same level of pay. Thus
promotion is upward reassignment of job; demotion is a downward job reassignment
whereas transfer is a latter or horizontal job reassignment.
Purposes of transfer:-
The transfer in an organization may be due to any one of the following reasons:
(1) Variation in the volume of work: Transfers are necessary due to variation in the
volume of work in .different departments/sections. Shortage of employees or
increase in the work in one department due to different reasons leads to transfer of
employees from other departments to that department. Workers are transferred
from surplus department to another department where there is shortage of staff.
(2) Providing training to employees: Transfers are made for providing opportunities to
employees for training and development.
(3) Rectification of poor placement: Transfers are necessary for the rectification of poor
placement made in the initial period. Similarly, transfers are necessary in order to
utilize the services of an employee in the best possible manner.
(4) Satisfying personal needs of employees: Transfers are necessary in order to satisfy the
personal needs (personal difficulties) of the employees. They include family
problems, sickness, and education of children and so on. Such transfers take place
especially among female employees. Female employees want transfer to join their
husbands. This leads to transfers. Workers demand transfers when the climate of the
place of work is not suitable to them. Here, transfers are basically for the
convenience of employees.
(5) Meeting mutual needs of employees: Transfers are, sometimes, made in order to
meet the mutual needs of two employees. It is a type of mutual exchange and is
usually accepted by the management.
(6) Meeting organizational needs: Transfers are necessary in order to meet the
organizational needs developed out of expansion programmers or fluctuations in
work requirements or changes in the organizational structure or dropping of
existing product lines. For example, senior and experienced workers and
supervisors are transferred to new plants/factories in order to manage the work
smoothly.
(7) Solution to poor performance: Transfers are, sometimes, made when the worker
fails to perform his job efficiently. He is transferred to a new place or post and is given
an opportunity to improve his performance at a new place. Here, transfer is treated as
a better alternative to outright dismissal.
(8) Avoiding fatigue and monotony: Transfers are made for avoiding fatigue and
monotony of work in the case of employees. The productivity of an employee may
decline due to monotony of his or her job. To break this monotony, the employee is
transferred.
(9) Giving punishment for negligence: Transfers are sometimes made as a punishment
for negligence and indiscipline on the part of an employee.
(10) Rectification of poor personal relations: The relations between the worker and his
superior may not be smooth and cordial. This may affect the work of the
department. One method to solve this problem is to transfer the worker from that
department to some other suitable department. This transfer may be necessary for
removal of the incompatibilities between the worker and his/her boss or between one
worker and the other.
Types of Transfers
1) Production Transfers:-
2) Replacement Transfers:-
Replacement transfers, too, are intended to avoid imminent lay-offs, particularly, of senior
employees. A junior employee may be replaced by a senior employee to avoid laying off the
latter. A replacement transfer programmed is used when all the operations are declining,
and is designed to retain long-service employees as long as possible.
3) Versatility Transfers:-
Versatility transfers are effected to make employees versatile and competent hi more than one
skill. Clerical employees in banks, for example, are transferred from one section to another over
a period of time so that they may acquire the necessary skills to attend to the various
activities, at the bank. Versatile operations are valuable assets during rush periods and
periods when work is dull. Versatile transfers may be used as a preparation for production
or replacement transfers
4) Shift Transfers:-
Generally speaking, industrial establishments operate more than one shift. Transfers between
shifts are common, such transfers being made mostly on a rotation basis. Transfers may also be
affected on special requests from employees. Some request a transfer to the second shift or
the night shift in order to avail the free time during the day to take up part time jobs,
although this is not permitted by law.
5) Remedial Transfers:-
Remedial transfers are affected at the request of employees and are, therefore, called personal
transfers. Remedial transfers take place because the initial placement of an employee may
have been faulty or the worker may not get along with his or her supervisor or with other
workers in the department. He or she may be getting too old to continue in his or her regular
job, or the type of job or working conditions may not be well-adapted to his or her present
health or accident record. If the job is repetitive, the worker may stagnate and would benefit
by transfer to a different kind of work.
Benefit of transfer:
Transfers benefit both the employees and the organization. Transfer reduce employees
monotony, boredom etc. and increase employees job satisfaction. Further they improves
employees skills, knowledge etc. they correct erroneous placement and interpersonal
conflicts. Thus, they improve employees morale. Further they prepare the employee to
meet the organizational exigencies and meet the fluctuation in business and organizational
requirements. Thus, they enhance human resource contribution to organizational
effectiveness.
Problems of transfer:
Despite these benefit some problems are associated with transfers. They are:
1) Adjustment problem to the employee to the new job, place, environment, superior and
colleageoues,
2) Transfer from one place to another cause which inconvenience and cost to the
employees and his family members relating to housing, education to children etc.
3) transfer from one place to another result in loss of Mondays,
4) Company initiated transfer result in reduction in employee contribution
5) Discriminatory transfer affects employees morale, job satisfaction, commitment and
contribution.
3) New technology and new methods of operation demand new and higher level skills.
If the existing employees do not develop themselves to meet those new requirements,
organizations demote them to the lower level jobs where they are suitable. For
example, teacher handling 10TH class were demoted to the level of 8TH class teachers
when the syllabus were revised and the teachers were found misfit even after
training in one school in Andhra Pradesh.
4) Employees are demoted on disciplinary grounds. This is one of the extreme steps
and as such organizations rarely use this measure.
Though the demotion seems to be simple it adversely affects the employee morale. Job
satisfaction etc. as it reduces employee status not only in the organization but also in the
society in addition to reduction in responsibility authority and pay. Hence, there should be
a systematic demotion policy.
Demotion policy:
Organization should clearly specify the demotion policy. Otherwise the superiors demote
the employees according to their whims and fancies. Systematic demotion policy should
contain following items:
1) Specification of circumstances under which an employee will be demoted, like
reduction in operations, indisciplinary cases.
2) Specification of a superior who is authorized and responsible to initiated a demotion
3) Jobs from and to which, demotions will be made and specification of lines order-
processing ladders of demotion.
4) Specification of basis for demotion like length of service, merit order-processing both.
5) It should provide for open policy rather than a closed policy.
6) It should contain clear cut norms for judging merit and length of service.
7) Specification of nature of demotion i.e., whether it is permanent order-processing
temporary if it as a disciplinary action it should also specify the guidelines for
determining the seniority of such demoted employee.
PARTICIPATIVE MANAGEMENT
1. Works committees:
The industrial disputes act 1947 provided for the setting up of a work committees
consisting of representative of management and employees in every undertaking
employee 100 or more employees. The committees are for the removing the causes of
friction between employers and the workers in the day to day working in factory level.
This joint consultative committee meets frequently for discussion on common problem
before workers and the company. After discussion, joint decisions are taken and such
decisions are binding on both the parties. Matters like wage payment, bonus, training,
discipline, welfare facility, working conditions etc. are discussed in such meetings.
Workers committees are extremely popular and effective in France and England. In
India, there is statutory provision for the establishment of worker committees under
the industrial disputes act, 1947. Such committees are constituted in large number of
industrial unit. Meeting of such committees are also arranged. However, they are
neither effective nor popular in India. As a result, participative management
through this mechanism is not effective or purposeful in India. Many managers feel
that such committees have only a nuisance value. In addition to works committee,
many other committees are formed. However, they are not effective as agencies of
participative management.
JMCs are in addition to works committees which are statutory in nature. Unfortunately,
the JMCs are not operation effectively in India due to limited interest and initiative in
their functioning by managements and workers. They are not used for exchange of
information, views, suggestions, etc. but for quarrels and heated exchanges between
the representatives of management and workers. Absence of cordial industrial
relations in spite of JMCs indicates their overall failure. JMCs are mostly
consultative bodies and this type of workers participation is of loose type. The
suggestions put forward by representatives are not binding on the management.
Such councils serve no useful purpose. They only provide platform for discussions.
Many companies in India offer their shares to employees but the response of the
employees is not encouraging. This suggests that co-partnership as a method of
participative management is not effective / popular in India.
4. Employee Directors:
Here, two or three representatives of workers are taken on the Board of Directors of the
company. The employee directors / workers directors are elected by workers and they
express the views of workers in the meetings of the Board. Here, employee directors act
as connecting link between workers and top level management. Such participation
ensures cordial industrial relations. The representative of workers can put the views of
workers before the directors and can also safeguard the interests of workers. As a result,
the personnel policies will be fair and favourable to workers. Unfavourable decisions to
workers will be avoided and better treatment will be ensured to them.
This mechanism of workers participation is now used extensively in the public sector
undertaking in India as per the initiative taken by the government. Workers directors
are now appointed in companies like Hindustan Antibiotics Ltd., and HMT Ltd.
This scheme also exists in the case of nationalized banks, co-operative banks. DCM,
Tatas and some more companies from the private sector.
7. Quality Circle:
Quality circle consist of a small number of employees who comes together on voluntary
basis with one item on the agenda i.e. to improve quality or to raise productivity or to
avoid wastages, etc. this form of participation is voluntary. As a practice, meetings are
held once in the week lasting for about as hour. Member of quality circle is given free
hand to solve problem related to the quality, if they fail they can request to management
to depute an expert to sort out the problem. This circle highly proved to be highly
successful because the problem is solved by member themselves through two way
communication and brainstorming seriously and studies them effectively and promptly.
The suggestion should be implemented, if found suitable.
8. Collective Bargaining:
Collective bargaining is the process in which the representative of the employer and
employer and employees meet together to negotiate a contract government both the
parties. It results into signing an agreement thereby restricting each party that it cannot
take unilateral decision harming the interest of the other party. This sort of joint meeting
can bring fruits proved barraging is done in the right spirit with positive attitude.
Participation brings both the parties together and improves the understanding thus making
the way for the two way dialogue to sort out the problems.
Collective bargaining is a better alternative to strike and industrial disputes. It is peaceful
and democratic method for solving the problem and demands for workers through direct
negotiation between the representative of workers and management. A strong trade union
can protect the interest of worker can more effectively through direct negotiation and
consultation rather than through disputes and strike which are normally harmful to
workers, employer and society at large.
9. Empowered Team:
When the authority is delegated to the employees its called empowering. In this sense,
employment takes place when employees enjoy power and they experience a sense of
ownership and control over the jobs. Employees when empowered, understanding that the
job belong to them. As they are competent to speak on the job, they feel responsible. This
happens to motivate them and they go out of the way to work. Employees become quality
conscious and contribute to quality improvement in product and services. Information is
shared at every level leading to improved performance.
Job enrichment is designing a job in such a way that it provide the employee grater
autonomy for planning and control his own performance. Job enrichment makes the jobs
more interesting and challenging.
The main objective of job enrichment and job enlargement is to force the worker from
boredom which occurs because of excessive specialization. Both the job enrichment and
job enlargement are considering method of participative management as they provide
freedom to each employee to use his judgment. This freedom is course limited and
restricted.
The basis purpose of above noted scheme of participative management is to associate the
worker with the decision-making process. Difference methods are use in the different
countries as per the situation available. The method used for workers participation is not
impotent. Workers participation in management may be voluntary or statutory. Voluntary
participation is always better and more effective. Statutory labour participation is not
effective as it is mechanical and also imposed on both the parties by force.
5. Peaceful atmosphere:
Labour management relation should be a cardinal or at least there should be a no tension
in the relation. Active participation of workers in management is possible under such
peaceful atmosphere. It is just not possible when there are disputes and strike in the
industrial unit.
The importance of participative management is universally accepted and efforts are being
made for introducing such participation through suitable agencies and methods.
Participative management has wider socio-economic importance as it given various
advantages to workers, employers and society at large. Such participation gives higher
status to workers and enable them to think and express their view on the working of their
company. Industrial peace and cordial industrial relation are also established through
participative management. In addition, workers participation brings industrial democracy
in reality. Participative management is important it satisfies the psychological needs of
self expression of workers. Even the process of decision making is made democratic
through the workers participation. It bring human element in industrial management.
Participative management introduces a new set of volume for the workers and employers
in which power is to be replaced by persuasion and compulsion by co-operation.
Employee participation is useful for raising industrial production and productivity. It
helps consumer in an indirect manner. The national economy also gets certain benefits
when industrial peace and harmony exits over a long period. In brief, the concept of
participative management is important because of economics, social and human values
connected with it.
The ILO has given morale support to employees participation and has advocated its
adoption in all countries. Efforts are being made in all countries in this regards. In the
countries of west, this experiment is reasonable successful while in developing countries
including India, the progress is not satisfactory even when consultative machinery
exists in many countries.