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Assignment 2

HRWC – MODULE 4 (notes)

Submitted to: submitted by: Arshiya S

Kanyakumari ma’am reg.no- 17912002

HUMAN RESOURCE INTEGRATION:

Meaning:

the process of combining all the systems to do with managing human resources (people) in a
business so that they work effectively together for the best results.

People are at the forefront of deal success or failure, and the Human Resources (HR) function plays a
central role in driving the people agenda throughout the integration process. Changes in work
practices, decision making styles, reporting relationships, organization structure, and operating
models all impact how employees will perform in the combined company.

Setting the course for HR requires immediate attention to address critical matters important in the
early stages of a merger or acquisition. Setting the course typically addresses the following areas.

1. Manage people and rewards – People follow leaders. Early selection of future company
leadership will help accelerate the integration process.

2. Drive HR operational efficiency – Integration is an opportunity to evaluate how best to


deliver HR services to the combined organization.

3. Address regulatory bodies and compliance matters – Cross-border deals inherently bring
complexity through legal entity and regulatory matters.

Quality of work life (QWL):

Meaning:

Quality of work life (QWL) refers to the favourableness or unfavourableness of a job environment for
the people working in an organisation. The period of scientific management which focused solely on
specialisation and efficiency, has undergone a revolutionary change.

The traditional management (like scientific management) gave inadequate attention to human
values. In the present scenario, needs and aspirations of the employees are changing. Employers are
now redesigning jobs for better QWL.

Definition:

The QWL as strategy of Human Resource Management has assumed increasing interest and
importance. Many other terms have come to be used interchangeably with QWL such as
‘humanisations of work’ ‘quality of working life, ‘industrial democracy’ and ‘participative work’.

There are divergent views as to the exact meaning of QWL.

A few definitions given by eminent authors on QWL are given below:


1. “QWL is a process of work organisations which enable its members at all levels to actively;
participate in shaping the organizations environment, methods and outcomes. This value based
process is aimed towards meeting the twin goals of enhanced effectiveness of organisations and
improved quality of life at work for employees. ”

—The American Society of Training and Development

2. “QWL is a way of thinking about people, work and organisations, its distinctive elements are (i) a
concern about the impact of work on people as well as on organisational effectiveness, and (ii) the
idea of participation in organisational problem-solving and decision making. ” —Nadler and Lawler

3. “The overriding purpose of QWL is to change the climate at work so that the human-
technological-organisational interface leads to a better quality of work life.”

-Luthans

4. “QWL is based on a general approach and an organisation approach. The general approach
includes all those factors affecting the physical, social, economic, psychological and cultural well-
being of workers, while the organisational approach refers to the redesign and operation of
organisations in accordance with the value of democratic society. ”

—Beinum

From the definitions given above, it can be concluded that QWL is concerned with taking care of the
higher-order needs of employees in addition to their basic needs. The overall climate of work place
is adjusted in such a way that it produces more humanized jobs.

Need for quality of work life:

i. Positive employee attitudes toward their work and the company.

ii. Increased productivity and intrinsic motivation.

iii. Enhanced organizational effectiveness and competitive advantage.

Quality of work life involves three major parts:

1. Occupational health care:

Safe work environment provides the basis for people to enjoy his work. The work should not pose
health hazards for the employees.

2. Suitable working time:

Companies should observe the number of working hours and the standard limits on overtime, time
of vacation and taking free days before national holidays.

3. Appropriate salary:

The employee and the employer agree upon appropriate salary. The Government establishes the
rate of minimum salary; the employer should not pay less than that to the employee. Work
represents a role which a person has designated to himself. On the one hand, work earns one’s living
for the family, on the other hand, it is a self-realization that provides enjoyment and satisfaction.

Work-Life Quality — defined, as the balance between an employee’s work demands and outside
interests or pressures — is a long-standing but ever-evolving area of corporate social responsibility.
Some organizations view QWL as important, but do not formally link it to their strategic or business
plans.

Nature and Scope of Quality of Work Life:

Quality of work life is the quality of relationship between employees and total working environment.

A Great Place to work is where “You Trust the people you work for, have pride in what you do, and
enjoy the people you work with.”

Quality of work life represents concern for human dimensions of work and relates to job satisfaction
and organisational development.

The following aspects improve the QWL:

1. Recognition of work life issues:

Issues related to work life should be addressed by the Board and other important officials of the
company like why people are not happy, do they need training, why employee morale is poor and
numerous other issues. If these are addressed properly, they will be able to build, “People-Centred
Organisations”.

2. Commitment to improvement:

QWL can be improved if the staff is committed to improvement in productivity and performance.
This issue can be taken by the board through staff recognition and support programmes. Board
should prepare QWL reports on periodic basis to boost the system. They can also introduce reward
system which will be of help to them.

3. Quality of work life teams:

Board members should form the combined team of managers and workers and all the issues and
common themes must be identified.

Work Life Teams = Managers + Staff

All issues must be addressed like loss of morale, lack of trust, increased intensity of work, reward,
recognition etc. and commonly, managers and staff should arrive at solutions.

4. Training to facilitators:

Both the leader and staff can assess the job requirement and decide jointly what type of training is
required to improve the quality of work life

5. Conduct focus groups:

Formation of focus groups can affect the QWL and discuss the questions in a positive way like:

(a) What brought you here today?

(b) What do you feel are the top three issues that affect your quality of work life?

(c) What do you want the organisation should do for you?

(d) Do you want company to increase the salary, etc.

6. Analyze information from focus group:


After the formation of focus groups and their discussion on different issues and collection of
information, the information should be analysed to give right direction to organisational activities.

7. Identify and implement improvement opportunities:

It is important to identify and implement improvement opportunities like communication,


recognition and non-monetary compensation. Improving support structure, constant review of
reward and recognition system etc. would help in formulating communication strategies, focusing on
linkages between managers and staff.

8. Flexible work hours:

The diverse work force of today does not want to work for fixed hours or days. They want flexibility
in their work schedule so that professional and personal life can be managed together.

Flexibility can improve the QWL in the following ways:

i. Work for longer hours in a day with less number of working days in a week.

ii. Going to office for fixed hours but in different time slots rather than fixed working hours. Many
companies even provide the flexibility of work from home.

9. Autonomy to work:

Delegation is an essential element of organisation structure. People want freedom to work in their
own way, in terms of forming teams and making decisions. If they are allowed to do so, it enhances
the QWL. An organisation with high quality of work life is “an organisation that promotes and
maintains a work environment that results in excellence in everything it does – by ensuring open
communication, respect, recognition, trust, support, well being and satisfaction of its members,
both, personally and professionally”.

Importance of Quality of Work Life:

Many companies find that paying attention to the needs of employees can benefit the company in
terms of productivity, employee loyalty and company reputation.

QWL is important because of the following reasons:

1. Enhance stakeholder relations and credibility:

A growing number of companies that focus on QWL improve their relationships with the
stakeholders. They can communicate their views, policies, and performance on complex social
issues; and develop interest among their key stakeholders like consumers, suppliers, employees etc.

2. Increase productivity:

Programmes which help employees balance their work and lives outside the work can improve
productivity. A company’s recognition and support — through its stated values and policies — of
employees’ commitments, interests and pressures, can relieve employees’ external stress.

This allows them to focus on their jobs during the workday and helps to minimize absenteeism. The
result can be both enhanced productivity and strengthened employee commitment and loyalty.

3. Attraction and retention:


Work-life strategies have become a means of attracting new skilled employees and keeping existing
ones satisfied. Many job seekers prefer flexible working hours as the benefit they would look for in
their job. They would rather have the opportunity to work flexible hours than receive an additional
increment in annual pay.

a. More employees may stay on a job, return after a break or take a job with one company over
another if they can match their needs better with those of their paid work.

b. This results in savings for the employer as it avoids the cost of losing an experienced worker and
recruiting someone new.

c. Employers who support their staff in this way often gain loyalty from the staff.

4. Reduces absenteeism:

a. Companies that have family-friendly or flexible work practices have low absenteeism. Sickness
rates fall as pressures are managed better. Employees have better methods of dealing with work-life
conflicts than taking unplanned leave.

b. Workers (including the managers) who are healthy and not over-stressed are more efficient at
work.

5. Improve the quality of working lives

a. Minimising work-life role conflict helps prevent role overload and people have a more satisfying
working life, fulfilling their potential both in paid work and outside it.

b. Work life balance can minimise stress and fatigue at work, enabling people to have safer and
healthier working lives. Workplace stress and fatigue can contribute to injuries at work and home.

c. Self-employed people control their own work time to some extent. Most existing information on
work-life balance is targeted at those in employment relationships. However, the self-employed too
may benefit from maintaining healthy work habits and developing strategies to manage work flows
which enable them to balance one with other roles in their lives.

6. Matches people who would not otherwise work with jobs:

a. Parents, people with disabilities and those nearing retirement may increase their work force
participation if more flexible work arrangements are made. Employment has positive individual and
social benefits beyond the financial rewards.

b. Employers may also benefit from a wider pool of talent to draw from, particularly to their benefit
when skill shortages exist.

7. Benefiting families and communities:

a. In a situation of conflict between work and family, one or other suffers. Overseas studies have
found that family life can interfere with paid work. QWL maintains balance between work and
family. At the extreme, if family life suffers, this may have wider social costs.

b. Involvement in community, cultural, sporting or other activities can be a benefit to community


and society at large. For instance, voluntary participation in school boards of trustees can contribute
to the quality of children’s education.
While such activities are not the responsibility of individual employers, they may choose to support
them as community activities can demonstrate good corporate citizenship. This can also develop
workers’ skills which can be applied to the work place.

8. Job involvement:

Companies with QWL have employees with high degree of job involvement. People put their best to
the job and report good performance. They achieve a sense of competence and match their skills
with requirements of the job. They view their jobs as satisfying the needs of achievement and
recognition. This reduces absenteeism and turnover, thus, saving organisational costs of recruiting
and training replacements.

9. Job satisfaction:

Job involvement leads to job commitment and job satisfaction. People whose interests are protected
by their employers experience high degree of job satisfaction. This improves job output.

10. Company reputation:

Many organizations, including Governments, NGOs, investors and the media, consider the quality of
employee experience in the work place when evaluating a company. Socially responsible investors,
including some institutional investors, pay specific attention to QWL when making investment
decisions.

Significance of Good Work-life Quality:

1. Decrease absenteeism and increase turnover,

2. Less number of accidents,

3. Improved labour relations,

4. Employee personification,

5. Positive employee attitudes toward their work and the company,

6. Increased productivity and intrinsic motivation,

7. Enhanced organizational effectiveness and competitive advantage, and

8. Employees gain a high sense of control over their work.

QUALITY CIRCLE:
INTRODUCTION TO QUALITY CIRCLES

Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily meet
together on a regular basis to identify improvements in their respective work areas using proven
techniques for analyzing and solving work related problems coming in the way of achieving and
sustaining excellence leading to mutual upliftment of employees as well as the organization.

It is "a way of capturing the creative and innovative power that lies within the work force".

An ideal size of quality circle is seven to eight members. But the number of members in a quality
circle can vary.
CONCEPT OF QUALITY CIRCLES

The concept of Quality Circle is primarily based upon recognition of the value of the worker as a
human being, as someone who willingly activates on his job, his wisdom, intelligence, experience,
attitude and feelings. It is based upon the human resource management considered as one of the
key factors in the improvement of product quality & productivity.

Quality Circle concept has three major attributes:

– Quality Circle is a form of participate management.

– Quality Circle is a human resource development technique.

– Quality Circle is a problem solving technique.

DEFINITION OF QUALITY CIRCLES

Quality Circles are (informal) groups of employees who voluntarily meet together on a regular
basis to identify, define, analyze and solve work related problems.

DEFINITION OF QUALITY CIRCLES (2.)

Quality circle is “a voluntary group of people who meet together on a regular basis to ide
ntify, analyze and solve quality, productivity, cost reduction, safety and other problems in the
ir works area, leading to improvement in their performance and enrichment of their work
life”

NATURE OF QUALITY CIRCLES

The generally regarded ideal size of a Q.C. is around ten members. As every member of the Circle is
expected to actively participate in the Q.C. meetings, a large number is not good. Too small a
number of members would tend to make the circle dormant.

Ideally members of a particular Circle should be from the same work-area or who do similar work,
so that the problems they discuss will be familiar to all of them.

An organization may have a number of Q.Cs. If the number of workers of any particular
department/section who volunteer to join the Q.C. is more than the ideal number that one Q.C. can
accommodate, two or more circles may be formed in the same area. Thus, an organization could
have one or more Q.C. in every department or section. There are organizations where all the
workers have become members of Q.Cs.

OBJECTIVES OF QUALITY CIRCLES

 Promote job involvement

 Create problem solving capability

 Improve communication

 Promote leadership qualities

 Promote personal development

 Develop a greater awareness for cleanliness


 Develop greater awareness for safety

 Improve morale through closer identity of employee objectives with organization's


objectives

 Reduce errors.

 Enhance quality

 Inspire more effective team work

 Build an attitude of problem prevention

 Promote cost reduction

 Develop harmonious manager, supervisor and worker relationship

 Improve productivity

 Reduce downtime of machines and equipment

 Increase employee motivation

 Change in Attitude from "I don’t care" to "I do care” Continuous improvement in quality of
work life through humanization of work.

 Self Development Bring out ‘Hidden Potential’ of People get to learn additional skills.

 Development of Team Spirit Individual vs. Team – "I could not do but we did it" Eliminate
inter departmental conflicts.

 Improved Organizational Culture Positive working environment.

 Total involvement of people at all levels.

 Higher motivational level.

 Participate Management process.

IMPORTANCE OF QUALITY CIRCLE

 Rise in organization morale.

 Inspire more effective work.

 Promote job involvement.

 Create problem solving capability by member of quality circle themselves.

 Promote personal and leadership activity.

 Improve communication within organization.

 Promote cost reduction.

 Increase employees motivation.

STRUCTURE OF QUALITY CIRCLE

Structure for Quality Circle Activity


1. Top Management.

Visibly demonstrate its understanding, support and faith in Quality Circle activity.

Provide adequate budget for QC activity.

Institute an award system, which can motivate employees to voluntarily join the circles.

Promote healthy competition between circles.

Provide time to time inputs to eventually lead the activity towards self sustenance.

Attend Management presentations of Quality Circles.

Respond to the suggestions/recommendations made by QCs in prompt and positive manner.

Monitor the progress of the activity on regular basis.

Make QC activity review a mandatory point for the regular Management reviews.

2. Steering Committee.

This committee comprises of senior managers with executive powers and will have following
functions to perform towards Quality Circle activity.

Give full support to the activity in their respective areas.

Develop working methodology and overall framework for QC activity.

Establish program objectives and requirement of resources.

Provide policy guidelines and directions.

Nominate coordinator and facilitators.

Attend Management presentations of QCs

Obtain feedback from the facilitator and act on his recommendations.

Decide on the rewards to QCs, based on their performance.

Continuously monitor the QC activity.

3. Coordinator.

Coordinator is a person appointed by the steering committee, who will coordinate the QC activity
throughout the organization so that the activity runs in a smooth, effective and self-sustaining
manner. He will have following functions to perform.

Registering all the Quality Circles in the organization.

Cooperation with facilitators for regular and timely meetings of the QCs and Management
presentations.

Convening the steering committee meetings and circulate the minutes.


Organizing all documentation and publication of QC cases.

Giving all the assistance required by QCs.

Publishing news letter on QC activity.

Preparing training material and organizing training of facilitators and leaders

Keeping track of QC activity outside the organization and disseminating the relevant information
within the organization

Creating awareness of QC activity at grass roots level in order to motivate employees at all levels to
join the activity.

Organizing conventions on QCs.

4. Facilitator.

He is a senior officer of the department nominated by the Steering Committee to carry out following
functions, which will help and consolidate the Quality Circle activities in his department.

Attending the Quality Circle meetings at least for a brief time.

Giving guidance to Circles for conducting the meetings as per laid down system and ensuring that
proper records are maintained of each meeting.

Arranging for the necessary training to Circle members with the help of the Coordinator.

Providing the necessary facilities and resources to the Circles.

Arranging for any external help required by the Circles.

Resolving the problems faced by the Circles.

Acting as a link between Circles and the Management.

Collection and dissemination of information, publications, literature etc. related to Quality Circle
activity.

Arranging periodic get-togethers of the Circle members with participation of Management


personnel.

Cultivating and promoting participative culture within his department.

5. Leader.

A person chosen by the Circle members from amongst themselves. Leader can change by rotation.
During starting phase of a Circle, a supervisor can be the Leader but eventually, any member can be
nominated as a Leader by the Circle members. Functions of the Leader are:

Convening and conducting the Circle meetings as per the laid down schedule.

Maintaining all the documentation related to the Circle activities.

Arranging for the necessary training of the Circle members with the help of Facilitator.
Ensure involvement of every member.

Setting goals and reviewing progress during each meeting.

Drawing an action plan and delegate responsibilities to the Circle members.

Encouraging a consensus approach in problem solving.

Get external help as and when required with the help oh Facilitator.

Prepare for Management presentations.

6. Members.

Members are the basic and most important element of Quality Circles. They are mostly drawn from
the work area where the Quality Circle is formed and continue to be members of the Circle as long
as they are the part of that work area. Their functions are:

Be regular and punctual for the Quality Circle meetings.

Get conversant with various statistical tools recommended for problem solving.

Identify problems in the work area and put these forth for consideration in the Circle meeting.

Contribute ideas for problem solving.

Cooperate with other members and the leader to form a cohesive team.

Take part in Management presentations.

TOP
MANAGEMENT

STEERLING
COMMITTEE

COORDINATOR

FACILITATOR

CIRCLE LEADER

QC MEMBERS

NON QC MEMBERS

PROCESS OF QUALITY CIRCLES

1. Problem identification:

Identify a number of problems that need to be solved pertaining to their work area.
2. Problem selection :

Decide the priority and select the problem to be taken up first.

3. Problem Analysis :

Problem is clarified and analyzed by basic problem solving methods.

4. Generate alternative solutions:

Identify and evaluate causes and generate number of possible alternative solutions.

5. Select the most appropriate solution:

Discuss and evaluate the alternative solutions by comparison in terms of investment and return
from the investment. This enables to select the most appropriate solution.

6. Prepare plan of action :-

Prepare plan of action for converting the solution into reality which includes the considerations
"who, what, when, where, why and how" of solving problems.

7. Present solution to management circle :-

members present solution to management fore approval

8. Implementation of solution :-

The management evaluates the recommended solution. Then it is tested and if successful,
implemented on a full scale.

TECHNIQUES OF QUALITY CIRCLE

Techniques used in the quality circle are:

1. Brain storming

2. Cause and effect diagram

3. Sampling and charting methods

1.BRAIN STORMING:

The objective is to stimulate creativity and free interaction among its members and a
restraint of criticism.

2. CAUSE AND EFFECT DIAGRAMS:

After a problem has been identified, members are called to present cause for the same.
Through discussions cause and effect relationships can be arrived at after a number of meetings. A
fish-bone diagram can be drawn for the same.

3. SAMPLING & CHARTING METHODS:

QC members are trained to observe key events at the work place and chart them in the
specific sequence and interrelationships. A pare to diagram is an example of events with a higher
frequency being highlighted.
HRM Linkage with TQM

TQM and HRM

Total quality management (TQM) has high impact on human resource management. It emphasizes
self-control, autonomy, and creativity among employees and calls for greater active cooperation
rather than just compliance.

Alignment of HR and Quality: A fruitful cooperation between HRM and TQM can produce better
organizational results. The alignment of HR and quality policies, such as creating and communicating
the TQM vision, preparing the organization and employees for TQM implementation and generating
quality awareness among the employees across all levels, functions, and departments, should
contribute to an increase company performance.

The success and the progress of an organization is heavily depends on the combination of HRM,
TQM, organizational commitment and the job involvement. Attraction and retention of the best
employees within the organization, increasing job satisfaction, getting higher level performance
from the employees are the most important tasks in HRM. But to achieve all of these things and to
reach to organizational goals an organization should have employees with organizational
commitment and job involvement and that is possible only when every stakeholder in the
organisation aims for quality in every task that they perform.

Impact of TQM on Human Resource Management

TQM and HR Practice: If an organization experience HR practices with a high quality, TQM is there.
But TQM is not HRM. In simply TQM is the art of managing the whole to achieve excellence. So when
the HRM practices in its maximum level it is called TQM. Then the organizational commitment and
job involvement of employees are also increase.

TQM and Job Analysis: Usage of TQM techniques on job analysis such as job design, job enrichment,
job enlargement etc to produce job specification and job description the company gains immense
benefits in terms of quality results when compared to an organisation which does not practice TQM
in job analysis. By using TQM in job analysis efficiency, effectiveness and productivity of employees
increases. It also causes cost minimization, increased health and safety level of employees resulting
to increase in employee satisfaction and quality of work life. When job satisfaction is high it causes
to have high job involvement and organizational commitment. On the other hand when TQM is not
practicing in job design and job analysis it will cause to lower productivity, employee turnover.
Absenteeism, complains, unionization and resignation

TQM and Talent Resourcing: Placing the right people in the right jobs reduces the staff turnover rate
and the costs involved with constant recruitment. TQM solutions are very important in attracting the
right talent.TQM has an effect on selection procedures leading to more sophisticated recruitment
and selection techniques which includes psychometric and aptitude tests and assessment centers in
an attempt to identify team workers who are appropriate to a quality culture. Hence TQM has high
impact in talent acquisition ensuring recruitment and allocation of right employee to the right
position.

These TQM based tools are designed to be used by organization to develop quality people, who
make a difference to the business, they measure and give manageable results on the individuals
progress and identify further support and development opportunities. Organizations which are
practicing TQM can be an employer of choice ensuring high retention rate. Hence the best people
join the organization and the organization selects the most suitable people among them. Job
involvement and organizational commitment of those selected people are in a higher level because
they can work in a pleasant working environment.

TQM and Training: As corporate historian, the HR department should be primarily responsible for
relaying the TQM culture to members of the organization in employee orientation training. Beyond
communicating the TQM philosophy, the specific training and development needs for making TQM a
practical reality must be assessed and delivered. Training also provides an opportunity to empower
and motivate employees, reducing employee resistance and increases the chances of TQM success.

TQM and Employee Empowerment: Top management commitment and employee empowerment is
one of the most important and vital principle in total quality management, because it is often
assumed to have a strong relationship with customer satisfaction. In TQM implementation the top
management commitment creates an organizational climate that empowers employees. Thus, this
can be achieved with top management commitment in training employees and giving employees
opportunities to be responsible for the quality of their work. Employee Empowerment in TQM brings
about a flattened organizational chart where there is a shared responsibility between the managers
and the employees.

TQM and Team Work: Team work facilitates job satisfaction and job involvement and TQM
encourages job satisfaction and job involvement. The development of people and their involvement
in improvement of activities both individually and through teamwork is a key feature in a company’s
approach to TQM. A key aspect of this is making full use of the skills and knowledge of all employees
to the benefit of the individuals and the organization and to create a group culture. The
organizations with TQM practices encourage teamwork from their HR practices where a HR
manager’s role in teamwork is very important.

TQM and Leadership: TQM is a very people oriented technique and it indicates that the leadership,
conducive work culture and positive attitudes of employees as the major factors that affect the
excellence of TQM. Some principles and practices of TQM may differ among firms and industries, but
there is unanimous agreement as to the importance of leadership by top management in
implementing TQM. Such leadership is a pre-requisite to all strategy and action plans. Those firms
that have succeeded in making total quality work for them have been able to do so because of
strong leadership.
TQM and Strategic HRM: One of the important impacts of TQM, from strategic HRM perspective, is
that it places great emphasis on training. Consistent emphasis on measurement, maintaining the
record of error and mistakes in some companies that use TQM, training is evaluated with the use of
control groups and experimental designs. In contrast to training, TQM is sharply at odds with
conventional human resource practices in the area of performance evaluation. Traditional
performance evaluation systems are flawed because they are directed toward the individual instead
of a team. Such systems focus on assigning blames for past mistakes instead of pointing out the
direction for the future and may even detract from teamwork. Despite these differences, most of
the concepts of TQM are very much applicable in HRM and if used in systematic and well-planned
manners can result in good product and service quality and organizational growth.

Employee counselling:

Counselling is discussion with an employee, who has some problem or the other, more particularly
emotional in nature. It is intended to help the employee to overcome the emotional stress, so that
he/she can get back to the main track of performance. In organizations, the need for counselling
may be for several reasons, namely, an employee may fail to achieve the results or performance
targets, or an employee may have problems with the team leader, or simply an employee may fail to
relate himself/herself to the job as also with the organization.

Because of such divergent needs for employee counselling, its characteristics also differ. It may be
an exchange of feelings between two people (hence an act of communication), or help to an
employee to overcome his/her emotional problems (hence an act of problem solving), or to coach or
guide an employee to achieve his/her goals (hence a developmental support), etc.

Objectives/Functions of Counselling:

1.Rendering advice:

2.Clarifying the thinking:

3.Release of emotional tension:

4.Communication:

5.Reorientation:

Types of Counselling:

Depending on the reasons for counselling, a counsellor can make use of several types of
counselling, as detailed below:

Directive counselling:

In this type of counselling, the counsellor plays the role of an empathetic listener and then takes
decisions about the right courses of action for the employees. The counsellor also motivates the
employees to follow the suggested courses of action.

Non-directive counselling:

The counsellor uses this type of counselling, not only to listen but also to provoke the employees to
explain the problems. On understanding the problems, the counsellor determines the courses of
action and then facilitates the employees to identify on their own, the possible solutions to those
problems. Since finding solutions to problems is left to the employees who are being counselled, we
also call it ‘client-centred’ counselling.

Participative or cooperative counselling:

It is in between the earlier two types of counselling. Here, both the counsellor and the counselled
develop close mental relationships, exchange ideas, feelings, knowledge, and information, to
overcome the problem of the counselee. Since the possible-solution inputs are also collected from
the counselee, we call it participative counselling.

Employee Morale

Definition:

Employee morale is defined as the attitude, satisfaction and overall outlook of employees during
their association with an organization or a business. An employee that is satisfied and motivated at
workplace usually tend to have a higher morale than their counterparts. Employee engagement and
employee satisfaction play an important role for employees to be happy in their workplace.

On the contrary, employees who are not happy in their workplace, who constantly complain and crib
about the various attributes in an organization, like employee policies, workplace culture, facilities at
work etc. tend to have a low employee morale. This is quite evident in their behavior. Employee
morale is a complex concept because it involves a lot of factors that affect their morale.

Employee morale is vital to organization culture- a positive collective attitude will create a positive
working environment for everyone. If your organization has a poor morale or a culture of suffering
then there is a possibility that in your organization employees have a low or negative morale that
can adversely affect the productivity of the organization. It can most certainly lead to
greater employee attrition, just to begin with.

5 Factors Affecting Employee Morale

Employee morale is a complex phenomenon and depends on various factors. Here is the different
criterion that affects employee morale:

1. Organization Itself: While it may sound surprising, but the organization itself is one of the biggest
and most important factors that affect employee morale. An organization influences an employee’s
attitude towards his/her work. The reputation of an organization can certainly build up for better or
worse, their attitude towards it.

2. Type of work: The nature of work an employee is performing at his/her workplace also is greatly
responsible to determine the morale. If the employee is expected to perform the same task day in
and out, there is going to boredom associated with it sooner or later. It can make situations worse
for an employee. Unorganized organization structure also affects employees, if the employee feels
that he/she is just a cog machine in a factory line, instead of a real person, this too may adversely
affect their morale.

3. Personal attributes: Mental and physical health play an important role in determining employee
morale. If the employee is not physically or mentally fit, this can be a potential obstacle in their
progress and learning at their workplace. There are also other important factors that concern their
progress and in turn their morale: age, education qualification, years of experience, occupational
levels, reward perception, and similar factors.
4. Supervision and feedback: The level of supervision received by an employee is a tremendous
factor that affects the morale. If the employees feel they have no direction or don’t understand the
organizational goals and commitments, then it the job of the superiors and the leadership in the
organization to get them on the same page. But there should not be too much interference too if the
employees are given the freedom to work their morale will be high.

5. Work-Life balance: Most organization fail to recognize the importance of a healthy work-life
balance. It is important that the employees have some activities to relax while they are at work. It’s
not just about the foosball culture or an inventory stuffed with food. It is important that proper
guidance and counseling is given to the employees whenever needed.

4 Simple Ways to Boost Employee Morale

Employee morale is determined by how employees view their work environment and their overall
level of satisfaction in their workplace. Employee morale has a direct effect on employee retention.
A disinterested or unhappy employee will not stay for long in an organization that he/she cannot
rationalize their goals and progress with.

Here are the 4 simple ways of boosting employee morale in your workplace as mentioned by HR
leaders across the globe:

1. Streamline work based on skills

2. Train them well for professional development

3. Recognize and reward employees

4. Be open to feedback

MIS CHALLENGES:

Today’s businesses run on technology. Every client interaction and internal process relies heavily on
the computer systems that power everything. Management information systems (MIS) is a general
term to encompass the various technologies that exist in organizations today, as well as the
personnel necessary to manage it all. Common problems include failure to strategize, meeting
organizational needs, hiring and retaining good employees, staying current and integrating all your
technologies.

 Lack of Strategy

Many of the most common MIS issues can be traced back to a lack of a solid strategy. Information
systems leaders are well aware of the many tools available to gather data on their network. But
putting that information to use is often a challenge.At one time, technology departments served as a
separate operation, providing tech support and keeping an organization’s server equipment running.
Today, MIS leadership often sits alongside other business leaders, working together to ensure that
the technology being used supports the overall mission of the company moving forward.

 Meeting Organizational Needs

MIS plays an ever-increasing role in organizations, with professionals relying on technology for every
aspect of operations. Sales and marketing rely heavily on customer relationship software to track
client interactions, for instance, while accounting needs its own software for billing, invoicing and
financial tracking.With more than half of all companies now relying on big data analytics, MIS is
playing an even more important role. Before making a decision, today’s management teams are
likely to pull reports on existing activity to ensure they use facts rather than make educated guesses.

 Attracting and Retaining Top Talent

For at least the past couple decades, the growth in technology has outpaced the number of people
entering the field. Over the past seven out of 10 years, IT positions have been in the top 10 of jobs
with the most hiring challenges, as documented by ManpowerGroup. The professionals most in
demand include developers and programmers, database administrators and IT leaders and
managers.Even as an increasing number of businesses shift to cloud software, the IT shortage
continues to affect businesses. If cloud technology providers have difficulty finding professionals to
support the applications their clients use, the businesses will see issues. Even with cloud technology,
though, many organizations find they still need to have an MIS specialist on staff to ensure the
business meets its goals.

 Keeping Up with Change

If one thing is for certain in information technology, it’s that nothing will remain the same for long.
From one year to the next, innovations mean that software needs to be upgraded and even
replaced. In order to remain competitive, businesses have to keep up with this, investing in software
that will give them an edge.As businesses respond to those changes, though, they face a challenge in
getting employees on board with adjusting what they do. At one time this was simply training
employees to go from old paper-based processes to using computers in the first place. Today,
managers have to onboard new systems while ensuring they provide employees what they need to
be productive.

 Integrating New Technologies

Although there are plenty of comprehensive solutions, businesses will inevitably find that they have
multiple types of software operating at once. This includes general administrative tools like
Microsoft Office, as well as specialized tools for accounting, customer relationship management and
project-management tools, among many others. Ensuring all these tools work together is essential
since otherwise, employees will find they have to duplicate processes.Complicating matters is the
fact that employees no longer work using just one dedicated computer on a desk in an office space.
Many employees work in the field, using laptops and tablets. You’ll also have numerous cellphones
in addition to the laptop and desktop computers your employees use, bringing challenges to
providing support without risking security.

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