Omkar Anvekar

Human Resource Management

Q1) Importance of Training

1)Employee performance – the employee who receives the necessary training is more able to perform in their
job. The training will give the employee a greater understanding of their responsibilities within their role, and in
turn build their confidence. This confidence will enhance their overall performance and this can only benefit the
company. Employees who are competent and on top of changing industry standards help your company hold a
position as a leader and strong competitor within the industry.

2) employee satisfaction and morale – the investment in training that a company makes shows employees that
they are valued. The training creates a supportive workplace. Employees may gain access to training they
wouldn’t have otherwise known about or sought out themselves. Employees who feel appreciated and challenged
through training opportunities may feel more satisfaction toward their jobs.

3) Addressing weaknesses – Most employees will have some weaknesses in their workplace skills. A training
program allows you to strengthen those skills that each employee needs to improve. A development program
brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce any weak
links within the company who rely heavily on others to complete basic work tasks. Providing the necessary
training creates an overall knowledgeable staff with employees who can take over for one another as needed,
work on teams or work independently without constant help and supervision from others.

4) Consistency – A robust training and development program ensures that employees have a consistent
experience and background knowledge. The consistency is particularly relevant for the company’s basic policies
and procedures. All employees need to be aware of the expectations and procedures within the company.
Increased efficiencies in processes results in financial gain for the company.

5)Increased productivity and adherence to quality standards – Productivity usually increases when a
company implements training courses. Increased efficiency in processes will ensure project success which in turn
will improve the company turnover and potential market share.

Q2) Career planning

Definitions of Career Planning Career planning is an ongoing process through which an individual sets career
goals and identifies the means to achieve them. The process by which individuals plan their life’s work is referred
to as career planning.

Exploration Stage: This is the stage where an individual builds expectations about his career. Some of them are
realistic and some are not. But the fact is that these could be a result of the individual's ambitions.

Establishment Stage: This could be at the stage where the individual gets his first job, gets accepted by his
peers, learns in this job, and also gains the first tangible evidence of success or failure. The
establishment/advancement stage tends to occur between ages 25 and 44. In this stage, the individual has made
his or her career choice and is concerned with achievement, performance, and advancement. This stage is
marked by high employee productivity and career growth, as the individual is motivated to succeed in the
organization and in his or her chosen occupation. Opportunities for job challenge and use of special
competencies are desired in this stage. The employee strives for creativity and innovation through new job
assignments. Employees also need a certain degree of autonomy in this stage so that they can experience
feelings of individual achievement and personal success.

Mid-Career Stage: The individual's performance levels either continue to improve, or levels, or even
deteriorates.

Late Career: This is regarded as a pleasant phase, where one is allowed to relax and play the role of an elderly
statesman in the organization.
Decline: The stage, where the individual is heading towards retirement.

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Q3) Scope of Human Resource Management.

1. Human resources planning Human Resource Planning refers to a process by which the company to try to
find the number of jobs vacancy in which particular department The number of staff required with the
necessary qualification and experience.

2. Job analysis design Another important area of Human Resource Management is job analysis. Job analysis
gives detailed information about the job description and employee specification in the company.

3 Recruitment and selection Based on information collected from job analysis the company
prepares advertisements and publishes them in the newspapers, Employment sites etc. This
is recruitment. A number of applications are gathered after the advertisement is
published, interviews are conducted and the right employee is selected for the right post and right time thus
recruitment and selection are yet another important area of Human Resource Management.

4. Orientation and induction

Once the employees have been selected an induction or orientation program is conducted. The employees are
informed about companies background, products, different subsidiaries organizational culture and values and
work ethics and introduce to the new employee to other employees.
5. Training and development Every employee goes into a training program which helps him to put up a
better performance on the job. The training program is also conducted for existing staff that have a lot of
experience. This is called refresher training. Training and development is one area where the company spends
a huge amount.

6.Performance appraisal Once the employee has put on the job performance appraisal is conducted that is the
Human Resource department checks the performance of the employee. Which helps appraisal future
promotions, incentives, increments in salary etc

7. Motivation, welfare, health, and safety Motivation becomes important to sustain the number of
employees in the company. It is the job of the Human Resource department to look into the different methods of
motivating & encourage the employee. Apart from this certain health and safety regulations have to be followed
for the benefits of the employees

Q4) Process of Human Resource Planning

Definitions of Human Resource Planning

Human Resource Planning is the planning of Human Resources. It is also called manpower planning/ personnel
planning/ employment planning. It is only after Human Resource Planning that the Human Resource department
can initiate the recruitment and selection process. Therefore Human Resource Planning is a sub-system
of organisational planning.

1)Determining the Objectives of Human Resource Planning: the foremost step in every process is the
determination of the objectives for which the process is to be carried on. The objective for which the manpower
planning is to be done should be defined precisely, so as to ensure that a right number of people for the right kind
of job are selected.The objectives can vary across the several departments in the organization such as the
personnel demand may differ in marketing, finance, production, HR department, based on their roles or functions.

2)Analyzing Current Manpower Inventory: The next step is to analyze the current manpower supply in the
organization through the stored information about the employees in terms of their experience, proficiency, skills,
etc. required to perform a particular job.Also, the future vacancies can be estimated, so as to plan for the
manpower from both the internal (within the current employees) and the external (hiring candidates from outside)
sources. Thus, it is to be ensured that reservoir of talent is maintained to meet any vacancy arising in the near
future.

3)Forecasting Demand and Supply of Human Resources: Once the inventory of talented manpower is
maintained; the next step is to match the demand for the manpower arising in the future with the supply or
available resources with the organization.Here, the required skills of personnel for a particular job are matched
with the job description and specification

4)Analyzing the Manpower Gaps: After forecasting the demand and supply, the manpower gaps can be easily
evaluated. In case the demand is more than the supply of human resources, that means there is a deficit, and
thus, new candidates are to be hired.Whereas, if the Demand is less than supply, there arises a surplus in the
human resources, and hence, the employees have to be removed either in the form of termination, retirement,
layoff, transfer, etc

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5)Employment Plan/Action Plan: Once the manpower gaps are evaluated, the action plan is to be formulated
accordingly. In a case of a deficit, the firm may go either for recruitment, training, interdepartmental transfer plans
whereas in the case of a surplus, the voluntary retirement schemes, redeployment, transfer, layoff, could be
followed.

6)Training and Development: The training is not only for the new joinees but also for the existing employees
who are required to update their skills from time to time.After the employment plan, the training programmes are
conducted to equip the new employees as well as the old ones with the requisite skills to be performed on a
particular job.

7)Appraisal of Manpower Planning: Finally, the effectiveness of the manpower planning process is to be
evaluated. Here the human resource plan is compared with its actual implementation to ensure the availability of
a number of employees for several jobs.At this stage, the firm has to decide the success of the plan and control
the deficiencies.

Q4) Current Trends in HRM

1)Employee experience The digitalization age has skillfully shifted the concentration from the employee’s
engagement to the employee’s experiences at the workplace. The world leaders are shifting their emphasis on
the core ecosystem and dimensions like company culture, engagement, and managing of the performance
According to Forbes, presently almost 69% of the companies are taking an active interest in their staff’s data as
compared to some 10% to 15% of the organizations before. If the managers are able to analyze the company’s
data carefully, then they can predict about the

2) HR analytics The rises in the people analytics is growing as companies are moving from the back office data
of the warehouses to the advanced people analytics. The organizations have also moved from the reporting
through the dashboards to the predictive models. The companies are buying analytic solutions from the
vendorsThese all have the employee retention predictors and other features that come embedded in their
corresponding software.The products from the SAP Success Factors and Oracle employ respective employees
according to their activities and the role. The Workday helps in knowing about which job moves are not to be
made in order to get higher performance.The Cornerstone software forecasts about which employees will lapse
in their respective training and certification program

3) Appointment The first market includes management systems from the Kronos, Fieldglass from the SAP,
PeopleFluent, Beeline, Workday, etc. Few leaders in the market provide software for the vendor management.
They make schedules and time tracking system.The second market matches the workers with respective
projects. They find the workforce from the platforms like Freelancer, Workpop, Upwork, Fiverr and many others.
Instead of working as job platforms, these sites are now witnessed as skills-management sites and
recruiters.According to an estimate by SHRM, almost 40% of workers are working as a contingent
workforce. U.S. Employee Workforce indicates that this trend is going up in the year 2018

4) Virtual Reality market. It supports performance and learning market for the organizational staff.These
technologies provide the simulation process to the learners and teach them on how to react in the real
situations.The giants like BlackBerry, Google Glass, Lenovo and other popular hardware manufacturers are
plunging into Augmented Reality. They can now easily complement the process of manufacturing and replace
kinds of training in their organizations.The Virtual Reality helps the organization in the recruitment process as it
immerses the candidate in the real-life work situation. This provides the person the virtual tour of the office and
helps them to experience the organizational culture personally. This makes the recruitment easier as candidates
will be able to analyze what it will be like working for a particular company.

5) Productivity Previously, the focus of the HR department was on automation and integration of Human
Resource practices. For example, they included the record keeping, resume capture, performance appraisal,
compensation, interview and hiring, assessment of employees, etc.Nowadays, companies are getting very little
credit for the automation process (though they are important too) but the payroll vendors and the HRMS that are
cloud-based carry it out. Moreover, the research by the High-Impact HR shows that nearly 45% of the companies
still focus on a basic automation process.

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Q5) Process of Performance Appraisal

1)Establish Performance Standards: The appraisal process begins with the establishment of performance

standards. The managers must determine what outputs, accomplishments and skills will be evaluated. These

standards should have evolved out of job analysis and job descriptions.These performance standards should

also be clear and objective to be understood and measured. Standards should not be expressed in an articulated

or vague manner such as “a good job” or “a full day’s work” as these vague phrases tells nothing.
2) Communicate Performance Expectations to Employees: Once the performance standards are established,
this need to be communicated to the respective employees so that they come to know what is expected of them.
Past experience indicates that not communicating standards to the employees compounds the appraisal
problem.Here, it must be noted that mere transference of information (relating to performance standards, for
example) from the manager to the employees is not communication It becomes communication only when the
transference of information has taken place and has been received and understood by the employees The
feedback from the employees on the standards communicated to them must be obtained. If required, the
standards may be modified or revised in the light of feedback obtained from the employees. It is important to note
that communication is a two-way street.

3) Measure Actual Performance: This is the third step involved in the appraisal process. In this stage, the actual
performance of the employee is measured on the basis of information available from various sources such as
personal observation, statistical reports, oral reports, and written reportsNeedless to mention, the evaluator’s
feelings should not influence the performance measurement of the employee. Measurement must be objective
based on facts and findings. This is because what we measure is more critical and important to the evaluation
process than how we measure.

4) Compare Actual Performance with Standards: In this stage, the actual performance is compared with the

predetermined standards. Such a comparison may reveal the deviation between standard performance and

actual performance and will enable the evaluator to proceed to the fifth step in the process, i.e., the discussion of
the appraisal with the concerned employees.
5) Discuss the Appraisal with the Employee: The fifth step in the appraisal process is to communicate to and

discuss with the employees the results of the appraisal. This is, in fact, one of the most challenging tasks the

manager’s face to present an accurate appraisal to the employees and then make them accept the appraisal in a

constructive manner.A discussion on appraisal enables employees to know their strengths and weaknesses. This

has, in turn, impact on their future performance. Yes, the impact may be positive or negative depending upon

how the appraisal is presented and discussed with the employees.

6) Initiate Corrective Action: The final step in the appraisal process is the initiation of corrective action when it
is necessary. The areas needing improvement are identified and then, the measures to correct or improve the
performance are identified and initiated.The corrective action can be of two types. One is immediate and deals
predominantly with symptoms. This action is often called as “putting out fires.” The other is basic and delves into
causes of deviations and seeks to adjust the difference permanently.This type of action involves time to analyse
deviations. Hence, managers often opt for the immediate action, or say, “put out fires”. Training, coaching,
counselling, etc. is the common examples of corrective actions that managers initiate to improve the employee
performance

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Q6) Functions of Human Resource Management

Managerial Functions
1. Planning: This function is very vital to set goals and objectives of an organization. The policies and
procedures are laid down to achieve these goals. When it comes to planning the first thing is to foresee
vacancies, set the job requirements and decide the recruitment sources. For every job group, a demand
and supply forecast is to be made, this requires an HR manager to be aware of both job market and
strategic goals of the company. Shortage versus the excess of employees for that given job category is
determined for a given period. In the end, a plan is ascertained to eliminate this shortage of employees.
2. Organizing: The next major managerial function is to develop and design the structure of the organization.
It fundamentally includes the following:
1. Employees are grouped into positions or activities they will be performing.
2. Allocate different functions to different persons.
3. Delegate authority as per the tasks and responsibilities that are assigned.
3. Directing: This function is preordained to inspire and direct the employees to achieve the goals. This can
be attained by having in place a proper planning of career of employees, various motivational methods and
having friendly relations with the manpower. This is a great challenge to any HR manager of an
organization; he/she should have the capability of finding employee needs and ways to satisfy them.
Motivation will be a continuous process here as new needs may come forward as the old ones get fulfilled.
4. Controlling: This is concerned with the apprehension of activities as per plans, which was formulated on
the basis of goals of the company. The controlling function ends the cycle and again prompts for planning.
Here the HR Manager makes an examination of outcome achieved with the standards that were set in the
planning stage to see if there are any deviations from the set standards. Hence any deviation can be
corrected on the next cycle.

Operative Functions
1. Recruitment: This is the most challenging task for any HR manager. A lot of attention and resources are
required to draw, employ and hold the prospective employees. A lot of elements go into this function of
recruitment, like developing a job description, publishing the job posting, sourcing the prospective
candidates, interviewing, salary negotiations and making the job offer.
2. Training and Development: On the job training is the responsibility of the HR department. Fresher training
may also be provided by some companies for both new hires and existing employees. This Fresher training
is mainly done to make the employees up to date in their respective areas as required by the company.
This function makes the employees understand the process and makes it easy for them to get on their jobs
with much ease. During the process of the training and development, the results are monitored and
measured to find out if the employees require any new skills in addition to what he/she has.
3. Professional Development: This is a very important function of Human Resource Management. This
function helps the employees with opportunity for growth, education, and management training. The
organization undertakes to sponsor their employees for various seminars, trade shows, and corporal
responsibilities. This, in turn, makes the employees feel that they have been taken care by their superiors
and also the organization.
4. Compensation and Benefits: A company can attain its goals and objectives if it can acclimatize to new
ways of providing benefits to the employees. Some of the benefits given by companies are listed below for
our understanding:
1. Working hour flexibility
2. Extended vacation
3. Dental/Medical Insurance
4. Maternal/Paternal Leave
5. Education Reimbursement for children
5. Performance Appraisal: The employees of any organization will be evaluated by the HR department as
per the performance. This function of Human Resource Management is to help the organization in finding
out if the employee they have hired is moving towards the goals and objectives of the organization. On the
other hand, it also helps the company to evaluate whether the employees needs improvement in other
areas. It also helps the HR team in drawing certain development plans for those employees who have not
met the minimal requirements of the job.
6. Ensuring Legal Compliance: To protect the organization this function plays a crucial role. The HR
department of every organization should be aware of all the laws and policies that relate to employment,
working conditions, working hours, overtime, minimum wage, tax allowances etc. Compliance with such
laws is very much required for the existence of an organization.

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Q7) Short Notes

1)HRM in Indian Context

In Western countries Human Resource Management (HRM) had its primitive beginning in 1930s. Not much
thought was given on this subject in particular and no written records or document existed on this subject even as
a philosophy in the Western ancient literature.The philosophy of managing human being, as a concept was found
developed in ancient literatures in general in Indian philosophy in particular. In the ancient times, the labourers
were looked down upon. It was considered menial to work for a livelihood. But gradually the factory system came
into existence and later industrialisation followed by urbanisation. This led to a greater emphasis on’ labour
management’. Earlier it was known as ‘Personnel Management’, then ‘Human Resource Management’ and in
recent times as ‘ Human Resource Development’.In ‘Personnel Management’, the employees were treated as
mere labourers who required constant supervision. The human element was not given due importance. Later
Elton Mayo’s “Hawathorne Experiments’ gave rise to “Human Resource Management’. Here the ‘Human element’
was emphasized .The workers were treated not merely as “cogs in the machine” but as human beings, as
individuals and as a social being. In HRM, the main aim was to encourage and motivate the employees to identify
their capabilities and use them efficiently But the buzz word today is ‘Human Resource Development’. Unlike
HRM, here the main objective is not just identifying an individual employee’s existing potentials but also those
capabilities innate in him. HRD aims at bringing out the hidden potentials of an employee and help him develop
as an individual.The evolution of HRM in India can be shown briefly in the following Table

2) HRIS (human resource information system)

A human resource information system (HRIS), sometimes referred to as human resources management system
(HRMS), is software that provides a centralized repository of employee master data that the human resource
management (HRM) group needs for completing core human resource (HR) processes. An HRIS stores,
processes and manages employee data, such as names, addresses, national IDs or Social Security numbers,
visa or work permit information, and information about dependents. It typically also provides functionality such as
recruiting, applicant tracking, time and attendance management, performance appraisals and benefits
administration. It may also feature employee self-service functions, and perhaps even accounting functions.In
some ways, an HRIS can be considered a smart database of employee information: The interaction of the data,
the processes that can be performed and the reporting capabilities make the data stored in the system more
accessible and usable.

3)HRIS benefits An HRIS enables the HR department to spend less time on clerical tasks, helps ensure the
accuracy of employee data and can enable employees to take a greater role in the management of their
information. Having a centralized repository for employee data removes the need to store paper files, which can
be easily damaged, and the need to search through large paper-based employee files to find information.
Depending on the type of HRIS software, it should generate various reports, provide ad hoc reporting capabilities
and may offer analytics on important metrics such as headcount and turnover. Modern HRIS software also offers
visualization capabilities for employee data, such as automatically rendered organizational charts or nine-box
grids.When an HRIS has employee or manager self-service, the process for making employee master data or
organizational changes becomes more efficient and uses less time than with paper-based requests.
Approval workflows enable changes to be approved or rejected, with the necessary individuals automatically
notified. An HRIS might also offer mobile capabilities that extend self-service and provide additional flexibility for
remote workers

Types of HRIS software A variety of HRIS systems are available and aimed at different types of customers,
ranging from small and medium-sized businesses (SMBs) all the way up to large enterprises. Usually, the
difference is in the range and depth of features for each process area. While most HRIS systems cover a large
portion of the processes described above, many HRIS systems aimed at small to medium-sized enterprises
(SMEs) have less depth of functionality in each feature than those aimed at large enterprises. In this way, the
HRIS market is similar to the automobile market. All automobiles will get a driver from A to B, but major
differences exist in the quality and amenities offered

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3) Personnel Management
Personnel management is defined as an administrative specialization that focuses on hiring and
developing employees to become more valuable to the company. It is sometimes considered to be a sub-
category of human resources that only focuses on administrationManaging personnel concentrates on certain
administrative human resource categories. It includes job analyses, strategic personnel planning, performance
appraisals and benefit coordination. It also involves recruitment, screening and new employee orientation and
training. Lastly, it involves wages, dispute resolution and other record keeping duties.

Personnel Manager Job Description A personnel manager will direct and coordinate select human resources
activities, such as benefits, training, hiring, compensation, labor relations and employee services. They will
analyze salary data and reports to determine competitive compensation rates. They will write policies designed to
guide department managers regarding compensation, employee benefits and equal employment opportunities.
Personnel managers will act as legal counsel to ensure that company policies comply with state and federal
laws.They must develop and maintain a human resources system that meets the company’s information needs.
Thus, personnel managers must oversee the maintenance of required records. They must also maintain benefit
records such as insurance, retirement and workers’ compensation plans. This will include personnel activities
regarding hires, promotions and transfers. Personnel managers must ensure that adequate labor relation policies
and procedures are in place. Thus, they must continually monitor changing laws, legislation movements,
arbitration decisions and collective bargaining contracts. Personnel managers must continually deliver
presentations to management and executives regarding current and future human resources policies and
practices.Personnel

Personnel Duties Defined managers will be in charge of various job analyses. This will involve evaluating job
positions to ensure that the wage rate is adequate. It will also involve collective assessments of all positions that
are used to determine the company’s current and future labor needs. One of the biggest responsibilities of a
personnel manager will be to recruit the right employees. However, this is an ongoing, complex process that will
require the personnel manager to intimately understand every position and corresponding duties.

4) Internal mobility

Internal mobility refers to the change of role that a worker may choose to engage in within the organization,
shifting from one organizational unit to a different one, peforming different activities.
Internal mobility can occur due to various reasons related to specific organizational needs of the Foundation:
- Open positions that the Foundation advertises through job opportunities reserved to internal staff (internal
selections)
- Role transitions that become necessary due to organizational/strategic changes, problematic situations or
personal reasons

Internal selections To the end of enhancing and developing the skills of its human resources, the Foundation
offers job opportunities to internal staff through processes of recruitment and selection dedicated to its employees
and collaborators.
These are real opportunities for professional and personal growth for those workers who intend to bring into play
their knowledge, skills and aptitudes in different professional fields. The internal selection processes are also an
important opportunity for empowerment, when the organizational needs of the Foundation coincide with the
motivations and interests of individual workers. Thus,

the worker can:

- express their potential, using different competences in a new role
- give a different direction to their professional development and and gain new competences
- find new motivations and professional challenges
- extend their stay at FBK, if the worker has a contract due to expire that can be extended

The organization can:

- add value to the potential and competences of its internal staff
- make the organization dynamic
- motivate and effectively place its resources

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- save time when filling positions, since workers are already aware of the organization's operations
- have the chance of dialogue with its internal staff

Internal Job Opportunities are posted on the dedicated section of the organization's website. The selection
process follows the same steps provided for selection processes external to the Foundation.

Transitions to new roles Sometimes, internal mobility may arise from different organizational change
processes. It can actually ooccur, due to innovations, process streamlining or strategic choices, that certain
activities might undergo changes in the way they are managed, or might not be any longer necessary for the
organization and the worker in charge of such activities needs to be assigned a different task; in other cases,
either personal reasons or problematic situations may cretae the conditions for arole transition.In these situations,
the Human Resources Service intervenes by conducting a series of analysis and personal support meetings with
the worker seeking the change, aimed at his or her new placement within the Foundation, if necessary. During
such guidance meetings, the worker's skills, attitudes, motivations and interests are examined in order to find a
new professional project that will also be in line with the needs of the foundation.
Usually, internal mobility passages are backed by training programs that accompany the worker in this change
and allow him or her to gain the competences needed to efficiently conduct the activities involved in the new role.

5) Glass Ceiling in Employee

Definitions
A gender or racial difference that is not explained by other job-relevant characteristics of the employee
A glass ceiling is a metaphor used to represent an invisible barrier that keeps a given demographic from rising
beyond a certain level in a hierarchy.[1]The metaphor was first coined by feminists in reference to barriers in the
careers of high-achieving women.[2][3] In the US, the concept is sometimes extended to refer to obstacles
hindering the advancement of minority women, as well as minority men. [2][4] Minority women often find the most
difficulty in "breaking the glass ceiling" because they lie at the intersection of two historically marginalized groups:
women and people of color.[5] East Asian and East Asian American news outlets have coined the term "bamboo
ceiling" to refer to the obstacles that all East Asian Americans face in advancing their careers. [6][7]Within the same
concepts of the other terms surrounding the workplace, there are similar terms for restrictions and barriers
concerning women and their roles within organizations and how they coincide with their maternal duties. These
"Invisible Barriers" function as metaphors to describe the extra circumstances that women undergo, usually when
trying to advance within areas of their careers and often while trying to advance within their lives outside their
work spaces
intentional Entrepreneurs” illustrate women who are involved in their workforce and intentionally engage in the
culture and operations of the particular workplace in order to triumph to entrepreneurial levels. (Miree)
“Corporate Climbers” are the result of deliberately or unintentionally being forced out of a corporation. They hit
“the glass ceiling” of their previous business; thus, those women start their own. [55]
“The intentional entrepreneurs” and “the corporate climbers” focus on the women who are competing for
entrepreneurial positions against the men. Men who uphold the desire and determination for entrepreneurial
positions are normally competing against other men, while women feel inclined to find ethical and logical reasons
to enlighten corporate America or the particular workplace for why they are equally as qualified. Women are
forced out of Corporate America, essentially reaching “the glass ceiling,” women corporate climbers do not have
another alternative other than starting their own business

Second shift
The second shift focuses on the idea that women theoretically work a second shift in the manner of having a
greater workload, not just doing a greater share of domestic work. All of the tasks that are engaged in outside the
workplace are mainly tied to motherhood. Depending on location, household income, educational attainment,
ethnicity and location. Data shows that women do work a second shift in the sense of having a greater workload,
not just doing a greater share of domestic work, but this is not apparent if simultaneous activity is
overlooked.[57] Alva Myrdal and Viola Klein as early as 1956 focused on the potential of both men and women
working in settings that included paid and unpaid types of work environments. Research indicated that men and
women could have equal time for activities outside the work environment for family and extra activities. [58] This
"second shift" has also been found to have physical effects as well, especially for women. Women whom engage

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in longer hours in pursuit of family balance, often suffer more mental health issues such as depression, anxiety,
and other problems. Irritability, low motivation and energy, and other emotional issues have been found as well.
The overall happiness of women can be improved if the balance of career and home responsibilities are met

5) Placement

Meaning of Placement The selection procedure ends with the placement of a worker to the job. Placement is

the process of assigning a specific job to each one of the selected candidates. In very simple words placement

means sending the newly employed person to some department for work. It also implies assigning a specific rank

and responsibility to an individual. Matching the requirements of the job with the qualifications of a candidate is

the essence of placement.

1. Man should be placed on the job according to the 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. The placement should neither be higher
nor lower than the qualifications.

3. The employee should be made conversant with the working 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 made to develop a sense of loyalty and
cooperation in him so that he may realise his responsibilities better towards the job and the organisation.

5. The placement should be ready before the joining date of the newly selected person.

6. The placement in the initial period may be temporary as changes are likely after the completion of training. The
employee may be later transferred to the job where he can do justice.

Proper placement helps to improve employee morale. The capacity of the employee can be utilised fully if he is
placed on the job for which he is most suitable. Right placement also helps to reduce labour turnover,
absenteeism and accident rates. If a candidate adjusts himself to the job and continues to perform as per
expectations, it might mean that the candidate is properly placed.

6) Employee engagement

Employee engagement is a workplace approach resulting in the right conditions for all members of an
organisation to give of their best each day, committed to their organisation’s goals and values, motivated to
contribute to organisational success, with an enhanced sense of their own well-being.

Definitions This is about how we create the conditions in which employees offer more of their capability and
potential

Employee engagement is getting up in the morning thinking, “Great, I’m going to work. I know what I’m going to
do today. I’ve got some great ideas about how to do it really well. I’m looking forward to seeing the team and
helping them work well today”.
Employee engagement is about understanding one’s role in an organisation, and being sighted and energised on
where it fits in the organisation’s purpose and objectives.

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 Omkar Anvekar

Employee engagement is about having a clear understanding of how an organisation is fulfilling its purpose and
objectives, how it is changing to fulfil those better, and being given a voice in its journey to offer ideas and
express views that are taken account of as decisions are made.

Employee engagement is about being included fully as a member of the team, focussed on clear goals, trusted
and empowered, receiving regular and constructive feedback, supported in developing new skills, thanked and
recognised for achievement
Employee engagement is about positive attitudes and behaviours leading to improved business outcomes, in a
way that they trigger and reinforce one another.

Employee engagement is about our employees feeling pride and loyalty working for our organisation, being a
great advocate of the organisation to our clients, users and customers, going the extra mile to finish a piece of
work.

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