DSC 6 - Unit1-5
DSC 6 - Unit1-5
DSC 6 - Unit1-5
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PAGE
UNIT - I
Lesson 1 : Conceptual Framework of HRM
1.1 Learning Objectives 3
1.2 Introduction 4
1.3 Concept and Evolution of HRM 4
1.4 Role, Status and Competencies of HR Manager 15
1.5 HR Policies 21
1.6 Summary 26
1.7 Answers to In-Text Questions 27
1.8 Self-Assessment Questions 27
1.9 References 28
1.10 Suggested Readings 28
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PAGE
UNIT - II
Lesson 1 : Human Resource Planning
1.1 Learning Objectives 57
1.2 Introduction 57
1.3 Concept of Human Resource Planning 58
1.4 Aspects of Manpower Planning 69
1.5 Problems in Human Resource 70
1.6 Guidelines for Effective Human Resource Planning 72
1.7 Summary 73
1.8 Answers to In-Text Questions 74
1.9 Self-Assessment Questions 74
1.10 References 75
1.11 Suggested Readings 75
ii PAGE
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CONTENTS
PAGE
UNIT - III
Lesson 1 : Training and Development
1.1 Learning Objectives 135
1.2 Introduction 135
1.3 Concept of Training 136
1.4 Methods of Training 145
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1.6 Retraining 154
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1.7 Summary 155
1.8 Answers to In-Text Questions 156
1.9 Self-Assessment Questions 156
1.10 Suggested Readings 157
UNIT - IV
Lesson 1 : Performance Appraisal
1.1 Learning Objectives 181
1.2 Introduction 182
1.3 Overview of Performance Appraisal 183
1.4 Summary 199
1.5 Answers to In-Text Questions 200
1.6 Self-Assessment Questions 201
1.7 References 201
Lesson 2 : Compensation
2.1 Learning Objectives 202
2.2 Concepts and Policies 203
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CONTENTS
PAGE
UNIT - V
Lesson 1 : Employee Maintenance
1.1 Learning Objectives 223
1.2 Introduction 223
1.3 Employee Health 224
1.4 Employee Safety 229
1.5 Employee Welfare 233
1.6 Social Security 243
1.7 Summary 248
1.8 Answers to In-Text Questions 248
1.9 Self-Assessment Questions 249
1.10 References 250
1.11 Suggested Readings 250
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CONTENTS
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UNIT - I
PAGE 1
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L E S S O N
1
Conceptual Framework of
HRM
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
STRUCTURE
1.1 Learning Objectives
1.2 Introduction
1.3 Concept and Evolution of HRM
1.4 Role, Status and Competencies of HR Manager
1.5 HR Policies
1.6 Summary
1.7 Answers to In-Text Questions
1.8 Self-Assessment Questions
1.9 References
1.10 Suggested Readings
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4 PAGE
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HUMAN RESOURCE MANAGEMENT
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Notes plans were included in the Babylonian code of Hammurabi around 1800
B.C. The Chinese, as early as 1650 B.C. had originated the principle of
division of labour and they understood labour turnover even in 400 B.C.
Kautilya, in India (in his book Arthasastra) made references to various
concepts like job analysis, selection procedures, executive development,
incentive system and performance appraisal. However, in the modern
age, i.e. up to 1930s, it was referred to as personnel management and
the focus was on the employer- employee relations. Studies on HR were
initially guided by Taylor’s scientific management principles. He pointed
out that just as there was a best machine for a job, so there were best
ways for people to do their jobs. Later on, Hawthrorne studies to the
behavioural school based on the theories of Abraham Maslow, Herzberg,
and Douglas McGregor gave this concept a recognition.
The early roots of HRM in India could be traced back to the period after
1930. The Royal commission on labour in 1931 suggested the appointment
of labour in 1931 suggested the appointment of labour officer to protect
workers’ interests and act as a spokesperson of labour. After Independence,
The Factories Act, 1948, made it obligatory for factories employing 500
or more workers. In view of legal compulsions and the enumeration of
duties the entire approach of organizations towards their personnel was
to comply with the laws and keep the welfare officers busy with routine
functions.
During the 1960s the scope of personnel function has expanded a bit,
covering labour welfare, participative management, industrial harmony etc.
In this period, the human relations movement of the west had also had
its impact on Indian organizations. The legalistic preoccupations slowly
gave way to harmonious industrial relations and good HR practices. In
1960s and 70s the HR professionals focused more on developmental
aspects of human resources. The emphasis was on striking a harmonious
balance between employee demands and organizational requirements.
HRD has come to occupy a centre stage and a focal point of discussion
in seminars, conferences and academic meets.
During the 1990s, organizational· restructuring and cost cutting efforts have
started in a big way, thanks to the pressure of Liberalization, Privatization
and Globalization (LPG) forcing companies to focus attention on employee
capabilities product/service quality, speedy response, customer satisfaction
6 PAGE
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HUMAN RESOURCE MANAGEMENT
Legal Advisor
1970-80 Efficiency, effectiveness Developmental Change Agent
dimensions added emphasis
Integrator
on human values, aspirations,
dignity, usefulness Trainer
Educator
1990’s and Incremental productivity Proactive, growth Developer
onwards gains through human assets oriented
Counsellor
Coach
Mentor
Problem solver
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help the nation to get ahead and compete with the best in the world Notes
leading to better standard of living and better employment.
Managerial Operating
Functions Functions
Procurement
Planning
function
Development
Organising
function
Directing Compensation
function
Controlling Integration
function
Maintenance
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(d) Trainer
4. The Factories Act came into force in 1910. (True/False)
5. Operating functions of HRM involves planning, organising,
staffing and controlling. (True/False)
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Notes 3. The Liaison Man: With the passage of time trade unions became
powerful. Employers required someone to deal and negotiate with
the union. The human resource manager was asked to take over the
job.
4. The Catering Man: Some enlightened employers began to provide
welfare facilities like canteen, creche, etc. to workers in addition to
their legal Obligations. The HR manager began to administer these
services.
5. The Welfare Man: Today, HR manager is considered an expert in
human relations. He is expected to improve productivity by fulfilling
the economic, social and psychological needs and aspirations of
employees.
IN-TEXT QUESTIONS
6. The HR manager will be required to act as a ____________
through greater involvement in environmental scanning and
development planning
7. The administrative roles of a personnel manager include recruiting,
pre-employment testing, reference checking, employee surveys,
timekeeping, wage and salary administration etc. (True/False)
8. Roles of a HR manager can be divided into?
(a) Operational and administrative
(b) Welfare man and catering man
(c) Policeman
(d) None of the above
9. Competencies of an HR manager involves him acting as a Law
and catering man. (True/False)
10. HR manager also act as a welfare officer as he arranges access
to canteens, hospitals, creches, educational institutes, clubs,
libraries, cooperative credit societies and consumer stores for
the employees. (True/False)
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Appealed policies
Imposed policies
Types of Personnel
Policies
General policies
Specific policies
Written/Implied
policies
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Notes 12. General policies cover specific issues such as hiring, rewarding
and bargaining. (True/False)
13. Which of the following is the first step of policy formulation
process?
(a) Collection of data
(b) Identifying the needs
(c) Evaluation of the policy
(d) Communication of the policy
14. ___________ are established by top management deliberately so
as to guide executive linking at various levels.
ACTIVITY
Try to identify 3-4 Indian firms and search their official websites. Did
they mention something about any recent HR initiatives introduced by
them? If yes, note them down and compare them with HR initiatives
of Global firms.
1.6 Summary
The internal organization of a human resource development varies
depending on the nature, size and philosophy of an organization. A
successful human resource manager requires educational, personal and
professional qualifications. The status of human resource manager has
changed over the years from that of a policeman to that of productivity
man. H R manager plays different roles being in an organisation. If one
sits to analyse these roles are endless and we have only discussed a few
in this lesson.
Human resource policy refers to policies concerning human resource matters.
These policies are general and long lasting, reflecting the objectives and
intentions of the organization. A good human resource policy should be
clear, objective oriented, long lasting, flexible, written; consistent, just
and fair, and reasonable.
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Notes 7. Explain how the job and concept of a human resource manager
evolved over years? Discuss the multiple roles played by the HR
manager in a firm.
8. “Human Resource Management is the process of acquiring, training,
appraising, and compensating employees”. Critically examine the
statement.
9. What are the different types of Human resource policies. Describe
the obstacles that arise in implementing these policies.
10. What do you mean by personnel policy? Discuss various steps of
creating a personnel policy.
11. Write short notes on the following:
(a) HR as a change agent
(b) Types of HR policies
(c) Functions of human resource management
(d) Role of HR manager
1.9 References
Aswathappa, K. (2014). Organisational Behaviour. Himalaya
Publishing House. Pp. 29-55
https://www.morganstanley.com/ideas/investment-opportunities-in-india.
Gupta, C. B. (2018). Human Resource Management. Delhi: Sultan
Chand & Sons.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
28 PAGE
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L E S S O N
2
Introduction to Human
Resource Management
Ms. Ritika Sharma
School of Open Learning
University of Delhi
STRUCTURE
2.1 Learning Objectives
2.2 Introduction
2.3 Diversity at Workplace
2.4 Employee Empowerment
2.5 Downsizing
2.6 Voluntary Retirement Scheme (VRS)
2.7 Work Life Balance
2.8 Summary
2.9 Answers to In-Text Questions
2.10 Self-Assessment Questions
2.11 References
2.12 Suggested Readings
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2.2 Introduction
It has never been easy to manage diverse workforce in a company. The
difficulties in HR management have increased over the past few years as a
result of the speedy advancement in technology, frequent software changes,
ensuring work life balance and virtual organizations. The challenge of
HRM is to ensure that the organization’s time, money and resources are
used effectively in order to create an effective HR management system.
In this chapter students will learn about different emerging challenges of
HRM namely workplace diversity, Employee empowerment, downsizing,
VRS and work-life balance.
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(h) Creativity: Workplace diversity are hubs of innovation. While some Notes
level of homogeneity of skills is sought to have a bond of assistance
and help among employees, diversity brings unique perspective.
Working with colleagues from different backgrounds, experiences and
working styles, creative concepts may rise from cross communication.
It would also induct a chain of thought from bouncing ideas by the
diverse workforce. It also helps in creating better groups and teams.
While on the one hand an employee brings fresh ideas to the table,
another fellow may be good at the execution part of the strategy,
given his experience in the field. If you have a homogenous group
of people, chances are that everything – from their thought patterns
to life experiences to problem-solving skills are likely to be similar
as well. So to foster creativity, it is imperative to embrace workforce
diversity.
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Notes way. Experts suggest that employees who have control on how,
when, and where to their job will work harder and find the job
and tasks more engaging.
(2) Improved Creativity: It helps to create motivated, creative and
committed work force in organization.
(3) Healthy Organisational Relationships: A culture of openness and
trust is developed which establishes healthy relations between
supervisors and employees.
(4) Quality Production by Employees: Employee empowerment improves
quality of goods produced by employees and services offered by
them.
(5) Recognition of Employees: Employee empowerment satisfies the
need of workers for recognition, status, challenging work and
responsibility.
(6) Reduced Costs: By taking their own decisions, employees save the
time and efforts of top management. Since there is a high level of
decentralization in an organization where employees are empowered,
the need for middle level managers is considerably lower. Properly
trained employees are also less likely to waste resources or have
an accident. All these benefits collectively reduce the unnecessary
expenditures of the organization.
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2.5 Downsizing
Downsizing means reducing the size of the organization through planned
elimination of positions and jobs. It is a restructuring process in which
the organization disposes of its non-core activities. In the context of
human resource management, downsizing involves elimination of certain
jobs with a view to improve work efficiency. The organization reduces
staff which is excess of its needs. As a result some of the employees get
separated from the organization.
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Notes ACTIVITY
In the above section we discussed what is downsizing and why the
need for downsizing arises. Do you think lay-offs and downsizing
are same concepts? Try to explore the similarities and differences
between the two.
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Both organisations and employees can benefit by opting for VRS. Following
are the benefits engaged with VRS:
1. Rightsizing the Number of Employees: It is a sympathetic technique
to release workers as businesses successfully cut labour size to
increase economic efficiency.
2. No Conflict of Interest: VRS process is taken forward only when
government and trade unions are satisfied with the reason to take up
VRS. The final step is taken if both employee and organisation agree,
employees are not forced here rather their consent is given more
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HUMAN RESOURCE MANAGEMENT
importance. Interest of both the parties are given due significance. Notes
Nobody has the authority to force an employee to choose an early
retirement. The entire process is also fairly transparent. Therefore,
the trade unions are not against it.
3. Tax Benefit to Employees: At the moment of retirement, employees
get their earned dues and benefits in accordance with corporate
policy. The retiring employees are also offered compensation which
is tax-free up to a certain amount.
4. VRS gives Second Chance to Employees: The money earned by
way of VRS might be used by employees to launch new ventures
or pursue other interests.
5. Reduces Costs of the firm: A firm opting for VRS chiefly has a
motive to reduce its costs. These costs might have occurred due
to over staffing or change in technology with which the current
workforce is not able to cope with.
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Personal Professional
Life Life
Family
Job
Friends
Career
Self
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Controlling Distractions
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Notes 5. Outsourcing: When the firm has a lot of work pressure and the
workforce in comparison to the goal is less, the company should
outsource some employees for a particular period of time. Outsourcing
helps to reduce stress on the existing employees.
B. Steps that can be taken by the Employee
The following steps can be taken by the employee for maintaining a
work-life balance:
1. Creation of Work Plan: An individual must plan his responsibilities
and arrange his time effectively so that he has enough time for job
and career development while also making time for leisure and
personal work. A plan can be designed and which will segregate
the weeks’ time between the professional and personal work.
2. Pulling out of Energy Wasting Activities: People should refrain
from time- and energy-consuming unnecessary activities that don’t
contribute to their professional or personal lives. A worker who
uses effective time management will experience less stress.
3. Setting Enough Time for Relaxation: Better work-life balance is
made possible by taking adequate breaks from work and relaxing,
which also tends to increase professional or workplace productivity
and gives plenty of space to both professional as well as personal
activities. Employees should engage themselves in practicing Yoga,
Pranayama, following correct postures at work, taking a balanced
diet, exercising and even meditating for a fixed time period every
day.
4. Making Work Priorities: Employees frequently neglect their work
and wind up performing a lot of work at the last minute. Better
planning can help employees avoid avoidable delays, giving them
more time for personal tasks.
5. Control Interruptions and Distractions: Employees should try to
stay focused while performing a task in the workplace and always
try to fix a time period for performing this task. Employees should
try to reduce any interruption during this fixed period assigned for
a particular task.
6. Schedule Leisure Activities: Employees should try to schedule fun
activities or plan holidays with friends and family, this will reduce
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the stress level and strike a balance in personal and professional Notes
life.
IN-TEXT QUESTIONS
11. _________ is a strategy that supports employees in managing
their personal and professional duties.
12. Making a list of priorities or a to-do list helps the employees
in creating a work-life balance. (True/False)
13. Which of the following steps can be taken by the employers
to promote work-life balance:
(a) Making policies
(b) Clear communication about tasks
(c) Employee surveys
(d) All of the above
14. Terminology of “Work-Life Balance” was introduced in 1980.
(True/False)
ACTIVITY
Imagine you are owner of a fintech company, the workers work there
for day and night and every issue is a financial issue which requires
double checking after performing a particular task. You can clearly
see that your employees are facing difficulty in maintaining a work-
life balance, how would you help your employees? Make a list of
activities you will offer to your employees.
2.8 Summary
In this chapter students learnt about different emerging challenges of HRM
namely workplace diversity, employee empowerment, downsizing, VRS
and work life balance. These challenges play a crucial role in the life of
an employee. Starting from workforce diversity which means recruiting
people from different backgrounds to work in a corporate space is called
workplace diversity. It tends to create a innovative talent pool, more ideas
flow in the workplace, profits increase for the firm and creativity is ensured
in each task being performed. It also comes with challenges related to
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1. Employee Empowerment
2. True
3. (c) Cultural Conflicts
4. True
5. False
6. VRS
7. True
8. (d) Reduction of costs for the firm
9. Downsizing
10. False
11. Work-life balance
12. True
13. (d) All of the above
14. False
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2.11 References
https://www.morganstanley.com/ideas/investment-opportunities-in-india
https://www.business-standard.com/about/what-is-voluntary-retirement-
scheme
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Notes https://www.forbes.com/sites/alankohll/2018/03/27/the-evolving-
definition-of-work-life-balance/?sh=1e9033599ed3
https://dictionary.cambridge.org/dictionary/english/work-life-balance
Nithya, J. (2013) Work Life Balance Strategies: Emerged As A
Strategic Issue For HRM And A Key Element Of An Organization’s
Employee Retention Strategies. International Journal of Enterprise
and Innovation Management Studies.
https://lattice.com/library/why-work-life-balance-is-important-and-
how-hr-teams-can-improve-it
https://courses.lumenlearning.com/suny-orgbehaviour/chapter/2-5-
managing-diversity-for-success-the-case-of-ibm/
Chhabra, T.N. & Chhabra, M. (2020). Human Resource Management-
Text and cases, Ninth edition, Sun India Publication.
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UNIT - II
PAGE 55
© Department of Distance & Continuing Education, Campus of Open Learning,
School of Open Learning, University of Delhi
L E S S O N
1
Human Resource Planning
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
STRUCTURE
1.1 Learning Objectives
1.2 Introduction
1.3 Concept of Human Resource Planning
1.4 Aspects of Manpower Planning
1.5 Problems in Human Resource
1.6 Guidelines for Effective Human Resource Planning
1.7 Summary
1.8 Answers to In-Text Questions
1.9 Self-Assessment Questions
1.10 References
1.11 Suggested Readings
1.2 Introduction
The success of an organization depends largely on the quantity and quality of its human
resources. No organization can be successful in the long run without having the right num-
ber and the right kind of people doing the right jobs at the right time. Procurement of the
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Notes right kind and right number of personnel is the first operative function
of human resource management. Before selecting the right man for the
right job, it becomes necessary to determine the quality and quantity of
people required in an organization. This is the function of human resource
planning or manpower planning. HRM begins with manpower planning.
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organization requirements and are in tune with the reality depends Notes
on how clearly the goals are defined.
4. Optimum Utilization of Resources: The basic purpose of human
resource planning is to make optimum utilization of an organisation’s
current and future human resources. In order to maximize the return
on investment in human resources, it is necessary to relate future
human resources to future needs of the organization.
5. Systematic Approach: Human resource planning is a systems approach
to human resources. In it, the information about the demand and
supply of human resources constitutes the input. Comparison and
evaluation of demand and supply so as to identify the gap between
the two is the transformation process. The outputs of human resource
planning are the strategy and programme formulated to bridge the
gap.
6. Both Long and Short Term: Human resource plans can be long-
term or short term. Long-range plans are prepared for a period of
five years or more on the basis of trends in the economy, labour
market and production. These reflect management thinking on the
organization structure, business environment and human resource
policies. Short term manpower plans cover time periods ranging from
one year to less than five years. These are concerned with filling
existing jobs. Long-range and short-range plans are complementary
to each other.
7. Both Quantitative and Qualitative Aspects: Human resource planning
has both quantitative and qualitative aspects; The former implies the
right number of employees while the later means the right talent
required in the organization.
8. Management’s Responsibility: Human resource planning is the
primary responsibility of management so as to ensure effective
utilization of the organisation’s human resources.
9. Study of Manpower: Manpower planning involves study of the
manpower environment which influences the demand for manpower
and its supply. It also involves study of manpower utilization.
10. Two-phased Process: Human resource planning is a two-phased
process involving calculation about the demand for and supply
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can be taken in time to fill these gaps. Existing manpower can be Notes
developed to fill future vacancies.
III. There is need to replace employees who retire, die, resign and
become incapacitated due to injury. Provision for replacement of
personnel can be made through human resource planning.
IV. Human resource planning facilitates the expansion and diversification
of an organization. In the absence of human resource plans, the
required human resources will not be available to execute expansion
and diversification plans at the right time.
V. Human resource planning creates awareness about the effective utilization
of human resources throughout the organization. It helps to reduce
wastage of manpower. It also helps in judging the effectiveness of
human resource policies and programmes of management.
VI. Human resource planning is helpful in effective utilization of
technological progress. To meet the challenge of new technology
existing employees need to be retrained and new employees may
be recruited.
VII. With the help of human resource planning, areas of surplus manpower
can be anticipated and timely action can be taken.
VIII. Human resource planning is useful in anticipating the cost of human
resources which facilitate the budgeting process. It also helps in
controlling human resource costs through effective utilization.
Through proper manpower planning, management can avoid both
shortage and surplus of manpower and thereby control labour costs.
IX. Human resource planning facilitates career succession planning in the
organization. It provides enough lead time for internal succession
of employees to higher positions through promotions.
X. Human resource planning helps in planning for physical facilitates
like canteen, staff quarters, dispensary and school for the staff and
their children.
XI. At the national level, Human resource planning facilitates educational
reforms, geographical mobility of talent and employment generation.
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Lead Time: Longer lead time is required for selection and training of Notes
employees to handle new jobs and technology successfully. This requires
long-term human resource planning.
Hiring Costs: Recruitment and training costs are increasing. Increase
in hiring costs encourages upgrading from within the organization, and
planned retention through manpower planning.
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Notes design should be made clear and changes in the organization structure
should be examined so as to anticipate its manpower requirements.
2. Forecasting Demand for Human Resources: On the basis of
corporate and functional plans, and future activity levels, the future
needs for human resources in the organization are anticipated. The
number of people and the skills levels needed in future depend on
the production and sales budgets in a manufacturing enterprise. But
the human resource requirements for a given level of operations
vary depending upon the production technology, process, make or
buy decisions, job contents, behaviour patterns and control systems.
It is necessary to make projections for new positions to be created
and the vacancies arising in current manpower. Job analysis and
forecasts of future activity levels help in human resource forecasting.
Techniques employed in manpower forecasting are as follows:
(a) Managerial Judgment: Under this method, experienced managers
estimate the manpower requirements for their respective
departments on the basis of their knowledge of expected future
workload and employee efficiency. These departmental estimates
are then aggregated and approved by top management.
(b) Work-Study Method: In this method, time and motion study
are used to analyse and measure the work being done. With
the help of such studies, standard time required per unit of
work is decided. The following example illustrates this method:
Example:
Planned output for next years 50,000 units
Standard hours per unit 2
Planned hours required 50,000 × 2 = 1,00,000
Productive hours per worker in the year 2,000
Number of workers required 1,00,000/2,000 = 50
If the span of control is ten, five (50/10) supervisor will be
required to supervise the work. Work study method is more
appropriate for repetitive and manual jobs when it is possible
to measure work and set standards. Job method should not
change frequently.
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(c) Ratio-Trend Analysis: Under this method, ratios (e.g. total Notes
output/number of workers, total sales volume/number of
sales person) are calculated on the basis of past data. Future
ratios are calculated on the basis of time series analysis/
extrapolation, after making allowances for expected changes
in organization, methods and jobs. Extrapolation or projections
is mathematical extensions of past data into a future time. On
the basis of established ratios, the demand for human resources
is estimated. The following example illustrates this method:
Example:
Production level in 2004-05 50,000 units
No. of workers in 2004-05 50
Ratio 5: 50,000 or 1: 1,000
No. of supervisors in 2004-05 5
Ratio 5: 50 or 1: 10
Estimated production in 2005-06 60,000 units
No. of workers required in 2005-06 60,000 × 1/1,000 = 60
No. of supervisors required in 2005-06 60 × 1/10 = 6
(d) Mathematical Models: A mathematical model expresses the
relationship between independent variables (e.g. investment,
production, sales etc.) and dependent variable (e.g. no. of
employees required). Various factors influencing manpower
needs are expressed in the form of a formula. Several types
of models, e.g. regression, optimization models, probabilistic
models can be used. These are complex and appropriate only
for large organizations.
3. Forecasting Supply of Human Resources: Every organization has
two sources of supply of human resources-internal and external.
Internally, human resources can be obtained for certain posts through
promotions and transfers. Policies relating to these aspects need to
be reviewed regularly to judge their impact on the internal supply
of human resources. In order to judge the inside supply of human
resources in future, human resources inventory or human resource
audit is necessary. The components of current or present human
resources are as follows:
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Notes (a) Head counts, i.e., total number of people employed, department
wise, skill wise, designations wise, payroll wise, sex wise,
etc.
(b) Job family inventory, i.e., number of employees in each job,
e.g., clerks, typists, cashiers etc.
(c) Age inventory, i.e., age wise classification of employees.
(d) Skill inventory containing data about the education, skills,
experience, past performance, work preference and potential/
fitness for promotion.
Manpower inventory helps in determining and evaluating the quantity
and quality of the internal human resources. It reveals what exists
in stock of manpower and what can be expected in future. It also
indicates the possible shortfalls in comparison with expansion
requirements and the future organization structure. Detailed biodata
of every employee provides the foundation for a programme of
individual development. Some organization maintains a Manning
Table which is a jobwise list of employees. Other organizations use
Manpower Replacement charts which show the present performance
of each employee together with the promotion potential of possible
replacements.
Expected loss of Manpower: Once the present human resources are
assessed the changes likely to occur therein can be estimated. Potential
losses of human resource can arise in the form of resignations,
discharges/dismissals, deaths, retrenchments/lay off, terminations,
promotions, demotions, transfers, ill health, injury, absenteeism,
deputations out, consultancy out. Similarly, additions to human
resources may occur in the form of new recruits, promotions,
demotions, transfers, deputations in, consultancy in, acquisition of
new skills through training, etc. The effect of potential loss and
additions can be calculated on the basis of experience as follows:
Future internal supply of human resources = Present Inventory of
human resources + Potential additions - Potential losses.
Thus, future manpower needs of an organization depend on the
number of employees required due to loss of current manpower and
additional staff needed due to anticipated expansion of the organization.
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After estimating the future internal supply of human resources, the Notes
external sources of supply are analysed. Internal factors affecting
manpower supply from outside include training facilities, salary
levels, company image, growth prospects, interpersonal relations,
job challenge, etc. External factors consist of working population,
unemployment level, education and training institutions, housing
and transport facilities, social security measures, technology etc.
4. Estimating Manpower Gaps: Net human resource requirements or
manpower gaps can be identified by comparing demand forecasts
and supply forecasts. Such comparison will reveal either deficit or
surplus of human resources in future. Deficits suggest the number
of persons to be recruited from outside whereas surplus implies
redundant to be redeployed or terminated. Similar, gaps may occur
in terms of knowledge, skills and aptitudes. Employees estimated
to be deficient can be trained whereas employees with higher skills
may be given more-enriched jobs.
5. Action Planning: Once the manpower gaps are identified, plans are
prepared to bridge these gaps. Plans to meet the surplus manpower
may be redeployed in other departments/units and retrenchment
in consultation with the trade unions. People may be persuaded,
to quit voluntarily through golden handshake. Deficit can be met
through recruitment, selection, transfer, promotion and training plans.
Realistic plans for the procurement and development of manpower
should be made after considering the macro and micro environment
which affect the manpower objectives of the organization.
In case the future supply of human resources from all external sources
is estimated to fall short of requirements, the human resource planner
should recommend modification of organization plans. For instance,
the organizational plan of a bank, might be, to computerise all the
offices of the bank by 2005. When the estimates show that the future
supply of computer specialists will fall short of the requirements,
the bank may have to extend the period of computerization by one
or two years.
6. Monitoring and Control: Once the action plans are implemented,
the human resource structure and system need to be reviewed and
regulated. Zero-base budgeting may be used to encourage managers
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IN-TEXT QUESTIONS
1. _________ is a forward-looking function. It tries to assess
human resource requirements in advance keeping the production
schedules, market fluctuations, demand forecasts, etc., in the
background.
2. Forecasting Demand for Human Resources is the first step of
human resource planning process. (True/False)
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3. Under this method, ratios are calculated on the basis of past Notes
data. Which method is being talked about?
(a) Ratio-Trend Analysis
(b) Work-study Method
(c) Head count
(d) Wider talent pool
4. The basic purpose of human resource planning is to make
optimum utilization of an organisation’s current and future
human resources. (True/False)
5. Every organization has two sources of supply of human resources-
internal and external. (True/False)
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Notes 2. Work Force Analysis: All the existing workers are not likely to
be available for work throughout the year, due to absenteeism
and turnover. It is, therefore, necessary to make a provision
for loss of current manpower due to these factors. On the
basis of past experience, the factory may estimate that on an
average, 5 per cent of the staff will remain absent and another
5 per cent is likely to be lost due to resignations, retirements,
deaths, terminations, etc. In order to estimate accurately the
loss of current manpower, analysis of the present work force
is made. Such analysis will involve a detailed study of the
past behaviour, performance and retirement date of each and
every employee. This analysis is called workforce analysis.
(B) Qualitative Aspect - Skills Analysis: The quality of manpower
required varies from job to job. Therefore, the quality of employees
required for a job can be determined only after determining the job
requirements. To know the requirements of a particular job, a job
analysis is made. Job analysis is the process of analysing a job
so as to collect all pertinent facts about the job in terms of duties
and responsibilities involved in it and the qualification needed for
successful performance of the job.
With the help of information obtained through job analysis, two
statements, namely job description and job specification are prepared.
Job description contains details about the contents of a job, job
specification or man specification reveals the physical, educational
and other qualifications and experience required in an individual to
perform the job satisfactorily.
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2. Employees Resistance: Employees and trade unions feel that due to Notes
widespread unemployment, people will be available for jobs as and
when required. Moreover, they feel that human resource planning
increases their workload and regulates them through productivity
bargaining. Employers may also resist human resource planning
feeling that it increases the cost of manpower.
3. Uncertainties: Labour absenteeism, labour turnover, seasonal
employment, technological changes and market fluctuations are
the uncertainties which serve as constraints to human resource
planning. It is risky to depend upon general estimates of manpower
in the face of rapid changes in environment.
4. Inefficient Information System: In most of the Indian Industries,
human resource information system has not been fully developed. In
the absence of reliable data, it is not possible to develop effective
human resource plans.
5. Lack of Top Management Support: In the absence of support and
commitment from the top, human resource experts find it difficult
to obtain vital inputs. Sometimes, the process is started with great
funfare, but is not sustained due to lack of patience. Successful
human resource planning flourishes slowly and gradually. In some
cases, sophisticated technologies are forcefully introduced just
because competitors have adopted them. They may not yield fruits
unless matched with the needs and environment of the particular
enterprise.
6. Time and Expense: Manpower planning is a time-consuming
and expensive. A good deal of time and cost are involved in data
collection and forecasting.
7. Unbalanced Focus: In some companies, human resource planning
is used as a number’s game. There is too much focus on the
quantitative aspect to ensure the flow of people in and out of the
organization. Such an exclusive focus overtakes the more important
dimensions, i.e. the quality of human resources. Carrer planning
and development, skill levels, morale etc. are likely to suffer due
to such unbalanced approach to human resource planning.
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1.7 Summary
Human resource planning is the process of determining the number
and kind of human resources required in an organization for a specific
time period in future. Human resource planning serves as a guide to the
management of human resources. In recent years, interest in human resource
planning has increased due to shortage of certain skills, technological
changes, organizational changes, lead time etc. The main steps in human
resource planning include analysis of organizational plans, demand
forecasting, supply forecasting, identifying manpower gaps, and action
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1.10 References
Chhabra, T.N. & Chhabra, M. (2020). Human Resource Management,
Delhi: Sun India Publications.
Aswathappa, K. & Dash, S. (2021). Human Resource Management-
Text and cases, Ninth Edition, Tata McGraw-Hill.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
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L E S S O N
2
Job Analysis
Ms. Ritika Sharma
School of Open Learning
University of Delhi
STRUCTURE
2.1 Learning Objectives
2.2 Introduction
2.3 Concept of Job Analysis
2.4 Techniques of Job Analysis
2.5 Job Description
2.6 -RE 6SHFL¿FDWLRQ
2.7 Summary
2.8 Answers to In-Text Questions
2.9 Self-Assessment Questions
2.10 References
2.11 Suggested Readings
2.2 Introduction
Job analysis is the process of acquiring and examining data regarding the particular job,
human requirements, and environment in which a job will be or is being performed. This
method is used to decide where to employ which type of employees. This particular analysis
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is done by every firm be it small or huge. To perform this analysis various Notes
techniques like taking interviews, making questionnaires, recording critical
analysis, or mere observation can be used. In this chapter we will discuss
about objectives and importance of Job analysis for a firm. Also, Job
analysis can be divided into two major parts i.e., job descriptions and
job specification. This chapter will also make you aware of the difference
between job specification and job description.
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Notes will create a time and energy wastage, therefore a list of jobs or a
representative job (sample) from each group is picked up for this
analysis.
3. Method of Job Analysis: The third step in job evaluation is to
select a method of appraising the organization’s jobs according to
the factor(s) chosen.
4. Collection of job Analysis Data: This step involves the collection
of data based on the different characteristics of a job. This involves
the required behaviour, qualifications, skills, experience etc. needed
to perform the job.
5. Preparation of Job Description and Specification: The final step
is pricing the job structure to arrive at a wage structure with set of
responsibilities, duties, operations, skills, training, experience, etc.
IN-TEXT QUESTIONS
1. __________ is the process of studying and collecting information
relating to the operations and responsibilities of a specific job.
2. Preparing the job specification and description is the final step
in the job analysis process. (True/False)
3. The first step in the process of job analysis is?
(a) Ratio analysis
(b) Organisational Analysis
(c) Head count
(d) Tools Analysis
4. Job analysis helps in management of the workforce and identifying
its training needs. (True/False)
5. Job analysis doesn’t help the management to determine the best
and effective methods of doing a particular task, being in a job.
(True/False)
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Notes
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Notes and unstructured. The most preferred one is the structured one as
its data is easy to analyse. Structured questionnaires on many job-
related topics, such as manual and mental processes, behaviour when
coordinating and bargaining, etc., are developed. Each activity is
explained in terms of its periodicity, relevance, level of difficulty,
and relationship with overall performance. These dimensions are
than rated by the job holders after which end results are collected
and analysed.
5. Critical Incidents: Using their prior experience, employees are
requested to outline critical incidents that have occurred on the job.
The incidents related to a job that is to be analysed are recorded,
categorised, and collected by the analyst. By separating between
effective and ineffective behaviour of individuals on the job, a
reasonably clear image of the actual task requirements is generated.
This approach takes a lot of time and patience. To analyse the
details of the descriptions provided by workers, the analyst needs
to possess a high level of expertise too.
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Job descriptions contain essential information about the job that can be Notes
used to promote a particular job or position and attract set of people
for applying to this particular job. It contains details like the job title,
location, job summary, nature and objectives of a job, tasks and duties
to be carried out, working conditions, etc.
“A job description is an organized, factual statement of the duties and
responsibilities of a specific job.” – Edwin B. Flippo.
“A job description indicates the tasks, duties, and responsibilities of a job.
It identifies what is done, why it is done, where it is done, and briefly,
how it is done.” – Decenzo and Robbins.
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Job description is seen as a guide for both the candidates who are seeking
jobs and for the employees who will act as recruiters and selecters. It
guides the management about expectations of the department from the
candidate. As for preparing job descriptions a good observation and
patience is required therefore it may be possible that something get
missed out. Following are the problems that may arrise in formulating
job descriptions:
1. Most job descriptions are precised as they are to be advertised.
Therefore they need to be formulated in such a way that company’s
expectations are conveyed in a short and crisp manner but this is not
possible in all types of job positions. Creating a short description
is a big challenge for the concerned and HR department.
2. Job descriptions are sometimes not updated according to the needs
of the department. The old one’s are circulated due to less or no
availability of time.
3. They can limit the scope of activities of the job holder and leads to
reduction in organisational flexibility.
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ACTIVITY
Prepare the job description and job specification for a position of a
Human resource trainee arising in ABC Company Ltd. Try to include
all the contents of job description and job specification discussed
above.
IN-TEXT QUESTIONS
6. _________ is engaged in describing the job seeker and not
exactly the position or job.
7. Job Title is covered in job specification. (True/False)
8. Which of the following lies under the contents of Job Specification?
(a) Working conditions
(b) Job summary
(c) Experience
(d) Social environment
9. A job description is a declaration that outlines the minimum
qualifications needed to carry out a specific task. (True/False)
10. Which of the following is not a technique of job analysis?
(a) Interview
(b) Questionnaire
(c) Critical Incidents
(d) Time wage system
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1. Job analysis
2. True
3. (b) Organisational Analysis
4. True
5. False
6. Job Specification
7. False
8. (c) Experience
9. False
10. (d) Time wage system
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2.10 References
Chhabra, T. N. & Chhabra, M. (2020). Human Resource Management,
Delhi: Sun India Publications.
Aswathappa, K. & Dash, S. (2021). Human Resource Management-
Text and cases, Ninth Edition, Tata McGraw-Hill.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
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L E S S O N
3
Recruitment and Selection
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
STRUCTURE
3.1 Learning Objectives
3.2 Introduction
3.3 Concept of Recruitment
3.4 Recent Trends in recruitment
3.5 Recruitment Practices in India
3.6 Selection
3.7 Summary
3.8 Answers to In-Text Questions
3.9 Self-Assessment Questions
3.10 References
3.11 Suggested Readings
3.2 Introduction
Selection is the process of locating and choosing the most qualified applicant for a
position, and recruitment is the process of persuading qualified individuals to apply for
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an open position in the company. Each employee’s efforts are crucial to Notes
the survival and expansion of a company. Therefore, it is essential to
choose the appropriate candidate for the position.
Finding the ideal candidate is a key objective for the hiring team and
implementing the right procedure of recruitment and selection can improve
the experience of the applicant, the interviewer, the manager, and the HR
Department. HR experts should make sure they use the proper recruitment
and selection procedures and recruit the most qualified employees for
their company. We will discuss about both these concepts in detail below.
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Notes 2. Lengthy process: Recruitment from outside takes a long time. The
business has to notify the vacancies and wait for applications to
initiate the selection process.
3. Costly process: It is very costly to recruit staff from external sources.
A lot of money has to be spent on advertisement and processing
of applications.
4. Uncertain response: The candidates from outside may not be suitable
for the enterprise. There is no guarantee that the enterprise will be
able to attract right kind of people from external sources.
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3.6 Selection
Selection is the process of choosing the most suitable persons out of all
the applicants. In this process, relevant information about applicants is
collected through a series of steps so as to evaluate their suitability for
the job to be filled. Selection is a process of matching the qualification
of applicants with the job requirements. It is a process of weeding out
unsuitable candidates and finally identify the most suitable candidate.
Selection divides all the applicants into two categories (a) suitable, and
(b) unsuitable. Selection may be described as a process of rejection
because generally more candidates are turned away than are hired. The
purpose of selection is to pick up the most suitable candidates who would
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Notes best meet the requirements of the job and the organization. To meet this
goal, the company obtains and assesses information about the applicants
in terms of age, qualifications, skills, experience, etc. The needs of the
job are matched with the profile of the candidates. Any mismatch in this
regard can cost an organization a great deal in terms of money, time
and trouble, especially, by way of training and operating costs. Effective
selection therefore demands constant monitoring of the ‘fit’ between the
person and the job.
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tests are also known as work sampling tests. These tests Notes
are of two types; Motor, involving physical manipulation of
things. (e.g. trade tests for carpenters, plumbers, electricians)
or Verbal, involving problem situations that are primarily
language-oriented or people-oriented (e.g. situational tests for
supervisory jobs).
(e) Simulation tests: Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while at
work. Such exercises are commonly used for hiring managers
at various levels in an organization. To assess the potential
of a candidate for managerial positions, assessment centres
are commonly used.
(f) Assessment centre: An assessment centre is an extended
work sample. It uses procedures that incorporate group and
individual exercises. These exercises are designed to simulate
the type of work which the candidate will be expected to do.
Initially, small batches of applicants come to the assessment
center. Their performance in the situational exercises is
observed and evaluated by a team of 6 to 8 trained assessors.
The assessors’ judgments on each exercise are complied and
combined to have a summary rating for each candidate being
assessed.
VI. Selection Interview: Interview is the oral examination of candidates
for employment. This is the most essential step in the selection
process. In this step, the interviewer tries to obtain and synthesize
information about the abilities of the interviewee and the requirements
of the job. Interview gives the recruiter an opportunity to:
Size up the interviewee’s agreeableness.
Ask questions that are not covered in tests.
Obtain as much pertinent information as possible.
Assess subjective aspects of the candidate-facial expressions,
appearance, nervousness and so forth.
Make judgments on interviewee’s enthusiasm and intelligence.
Give facts to the candidate regarding the company, its policies,
programmes, etc. and promote goodwill towards the company.
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Notes can ask new and incisive questions based on their expertise and
experience and elicit deeper and more meaningful responses from
candidates. Such an interview could also limit the impact of the
personal biases of any individual interviewer. On the negative side,
as an applicant, a panel interview may make you feel more stressed
than usual.
(i) Group interview: In this interview, groups rather than individuals
are interviewed. Generally, a topic for discussion is given to the
group. The candidates in the group are carefully observed as to
who will lead the discussion, how well they will participate in the
discussion, how each will make his presentation and how well they
will react to each other’s views.
(j) Depth interview: It is a semi-structured approach wherein details
concerning one key area are sought. It is designed to intensively
examine the candidate’s proficiency in his area of special interest.
The purpose is to get a true picture of the candidate through deep
probing into his mind.
Steps in interview process: An effective interview involves the following
sequence of steps:
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Notes Therefore, it should end with a happy note without any awkward or
embarrassing situation. Before closing the interview, the candidate
should be asked whether he wants to make any comment. In order
to close the interview, the interviewer may show some sign at an
appropriate time.
5. Evaluation of results: After interview is over, the interviewer should
evaluate the candidate’s suitability for the job. The evaluation is based
on the observations, impressions and information collected during
the interview. But weightage should be given to the information
collected through application form, tests and other steps. The
evaluation may be done either by assigning grades ranging from A
to E or by allocating marks.
Limitations/Mistakes of Interview: Interview is a widely used method of
employee selection. But it suffers from several pitfalls, some of which
are given below:
(a) Personal bias: Interviewers like other people have personal biases.
Their likes and dislikes about hairstyle, dress, fluency of speech
etc. affect their judgemnt.
(b) Halo effect: Under this type of error, a single prominent characteristic
of the candidate affects the judgment of the interviewer on all other
traits. For example, an interviewer may conclude that a poorly
groomed candidate is stupid or alternatively, he may overrate the
candidate’s qualification just because of his pleasing personality.
(c) Constant error: Such error arises because the interview of previous
candidate unduly influences the interviewer in favour or against the
candidate. For example, a qualified candidate may be underrated
just because the previous candidate was very brilliant.
(d) Projection: Error of projection arises when an interviewer expects
his own knowledge, skills and values in a candidate. Therefore,
he is likely to select candidates who resemble him in terms of
appearance, manners, background, voice, etc.
(e) Stereotyping: This error arises when the interviewer believes some
association between a particular type of personality and a particular
trait, commercial origin or cultural background. For example, an
interviewer may be of the opinion that candidates from some areas
are not good at speaking and understanding English language.
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ACTIVITY Notes
Let’s assume you are an interviewer in the ABC company, and you
have to interview candidates who have just completed their graduation
for the position of digital marketing- Intern. Make a list of questions
that you will ask these candidates to test their knowledge.
IN-TEXT QUESTIONS
6. ___________ is the last step of selection process.
7. Aptitude tests measure an individual’s potential to learn certain
skills clerical, mechanical, mathematical, etc. (True/False)
8. In this interview, groups rather than individuals are interviewed.
Generally, a topic for discussion is given. What is being referred
to?
(a) Group Interviews
(b) Depth interviews
(c) Structured interviews
(d) Unstructured interviews
9. Selection is appositive process whereas recruitment is a negative
process. (True/False)
10. ___________ means employing a competent and experienced
person already working with another reputed company which
might be a rival in the industry.
11. An interviewer may conclude that a poorly groomed candidate
is stupid, this is an example of ___________ effect.
3.7 Summary
Recruitment is the process of searching for prospective employees and
encouraging them to apply for jobs in the organization. Recruitment
can be made from internal and external sources. Selection is a negative
process of choosing the most appropriate persons from the available
candidates. Selection is usually a series of hurdles or steps. Each one
must be successfully cleared before the applicant proceeds to the next.
The interview is an important source of information about job applicants.
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Notes Several types of interviews are used, depending on the nature and
importance of the position to be filled within an organization.
1. Employee referral
2. False
3. (d) All of the above
4. True
5. Referrals and recommendations
6. Reference check
7. True
8. (a) Group Interviews
9. False
10. Poaching
11. Halo effect
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3.10 References
Chhabra, T. N. & Chhabra, M. (2020). Human Resource Management,
Delhi: Sun India Publications.
Aswathappa, K. & Dash, S. (2021). Human Resource Management-
Text and cases, Ninth Edition, Tata McGraw-Hill.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
Gupta, C. B. (2018). Human Resource Management. Delhi: Sultan
Chand & Sons.
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L E S S O N
4
Placement, Induction and
Socialisation
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
Ms. Ritika Sharma
School of Open Learning
University of Delhi
STRUCTURE
4.1 Learning Objectives
4.2 Introduction
4.3 Concept of Placement
4.4 Concept of Induction
4.5 Socialisation
4.6 Summary
4.7 Answers to In-Text Questions
4.8 Self-Assessment Questions
4.9 References
4.10 Suggested Readings
4.2 Introduction
Once an employee has been selected, he should be placed on a suitable job. Putting the
right man at the right job is as important as hiring the right person. After putting the
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Notes 6. Safety measures taken by the company for the protection of the
workers and their use by the workers.
7. Grievances and disciplinary procedure and suggestion system in the
company.
8. Information about the counselling service provided by the company
to help individuals to sort out their problems.
9. Requirements of the particular job to which the new employee is
presently assigned as well as the job to which this may lead to in
the chain of promotions.
10. Information about the training programmes carried out by the company
to help the employees learn new skills in doing their jobs.
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Notes 2. Make the new employee aware of the general company policies that
apply to him as well as the specific work situation and requirements.
3. Administer smaller doses of information over a period of time
rather than giving everything on a single day. Orientation should
be a gradual process.
4. Answer any questions and clarify any doubts that the employee
may have about the job and the organization.
5. Provide on-the-job instructions and counselling.
6. Keep in close touch with the new employee to check back how he
is doing and offer help if required.
7. Allow reasonable time to adapt to the new work environment and
job demands.
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simple induction conducted by someone who speaks his own language. Notes
This will go a long way in reducing turnover and, above all, in preventing
a worker from the likelihood of failing a prey to subversive elements
who thrive an creating labour unrest by misrepresenting employees to
illiterate employees.
4.5 Socialisation
Socialisation is the process of adjustment or adaptation. It is the process
by which new employees attempt to learn and inculcate the norms and
values of work roles in an organisation. Learning the norms and values
of work group for proper adjustment and job performance.
Some people often tend to treat socialisation and induction as synonyms.
However, both are different from each other. Induction is only a part of
socialisation and it only deals with new recruits but socialisation also
covers cases of transfer and promotion. Socialisation reduces the anxiety of
the new hires and allows them to adjust with the other existing employees
in the company. The purpose of Socialization can be distinctive from
firm to firm.
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Notes the pre-arrival stage is the selection process, which is used by the
hiring company to hire people who can adequately perform the
job but also to select people who will fit well into the culture of
the company. At the recruitment stage many organisations give job
previews which helps the prospective employees to learn more about
the job and the organisation.
2. Encounter Stage: Here the employees bump into the real working
conditions of the organization. For example, the expectations of the
job, co-workers, immediate seniors and the business as a whole.
Here, if the expectations confirm to be more or less correct, this
stage reaffirms the employees of the perceptions generated in past.
If the reality is different, socialization helps the employees in
understanding to replace these.
3. Metamorphosis Stage: The new employees, in this stage will work
out solutions to meet any problems. Hence this stage is called the
metamorphosis stage. At this stage the new employees will have
become comfortable with their jobs and the team members. New hires
will feel that they have been accepted by their superiors and peers.
Not only this, they would have by now understood the organization
system as a whole. They will also know what is expected of them,
how they are evaluated and how productive they are towards the
goals of the organization.
IN-TEXT QUESTIONS
6. ________ is the process by which new employees attempt to
learn and inculcate the norms and values of work roles in an
organisation.
7. Process of socialisation has four stages. (True/False)
8. Which of the following does not relates to the process of
designing an induction programme?
(a) Description of the organization structure
(b) Company’s policies
(c) Grievance procedure
(d) Social environment
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4.6 Summary
Placement is the process of putting an employee on a specific job so as
to match employee skills with the requirements of the job. Induction is
the process of familiarizing new employees with the organization and
the job. Induction helps to further the interests of both the organization
and the new employee. A formal induction programme provides all the
necessary information to the new employee. Socialisation is the process
of adjustment or adaptation. It is the process by which new employees
attempt to learn and inculcate the norms and values of work roles in an
organisation. Learning the norms and values of work group for proper
adjustment and job performance. Socialisation process is considered of
three stages namely pre-arrival, encounter and metamorphosis stage.
1. Placement
2. True
3. (d) Tools Analysis
4. False
5. True
6. Socialisation
7. False
8. (d) Social environment
9. True
10. Induction
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4.9 References
Chhabra, T. N. & Chhabra, M. (2020). Human Resource Management,
Delhi: Sun India Publications.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
Gupta, C. B. (2018). Human Resource Management. Delhi: Sultan
Chand & Sons.
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UNIT - III
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L E S S O N
1
Training and Development
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
STRUCTURE
1.1 Learning Objectives
1.2 Introduction
1.3 Concept of Training
1.4 Methods of Training
1.5 %HQH¿WV DQG (IIHFWLYHQHVV RI 7UDLQLQJ
1.6 Retraining
1.7 Summary
1.8 Answers to In-Text Questions
1.9 Self-Assessment Questions
1.10 Suggested Readings
1.2 Introduction
After appointment in the organisation, employees join the next phase for their personnel
development programme i.e. to gain necessary training and learn skills that will be
helping them in handling their future job. Every company must have a systematic training
programme for the growth and development of its employees.
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needs for future should be kept in mind and the deficiencies be Notes
highlighted. Some organisations prepare ‘skills-inventories’ classifying
employees according to their qualifications, technical knowledge,
skills, performances and attitudes should be specified. The problem
areas that can be resolved through training should also be identified.
2. Setting Training Objectives: Once the training needs are identified,
the next steps is to set training objectives in concrete terms and to
decide the methods to be adopted to achieve these objectives. The
overall aim of any training programme is to increase organizational
effectiveness. However, each training programme must also have
specific objectives such as increased productivity, improved quality,
better human resource planning, better health and safety, prevention
of obsolescence and enhanced personal growth. These objectives
contribute to organizational effectiveness.
3. Organisation of Training Programme: Every training programme
includes trainees, trainers, a training period and training material.
These constituents of training are discussed below:
(a) Selection of the Trainees: The proper selection of trainees is
of major importance if permanent and gainful results are to
be obtained. A trainee should be trained for the kind of job
he likes and is fitted to perform. In this respect, training is
closely related to the selection of personnel. Careful screening
of candidates for training will raise the effectiveness of the
training programme. Moreover, the trainee must be given the
proper background information before he starts learning the
new skills and knowledge. In case of supervisory training,
it is better to include all supervisors and other employees
considered suitable for promotion to such posts.
(b) Preparation of the Instructor: The instructor or trainer is a key
figure in an effective training programme. He can contribute
immeasurably to its success. Qualified instructor may be
obtained from inside or outside the organisation. Trainee needs
many qualifications besides knowing how to do the work. He
must be able to divide the job into logical parts so that he
may take up one part at a time without losing his perspective
of the whole. The trainer needs professional expertise in order
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the coach may not possess requisite skills to guide the learner in a Notes
systematic way. Sometimes, doing a full day’s work may be more
important than putting the learner on track.
(c) Mentoring/ Understudy: Mentoring is a relationship in which a senior
manager in an organisation assumes the responsibility for grooming a
junior person. Technical, interpersonal and political skills are generally
conveyed in such a relationship from the more experienced person.
A mentor is a teacher, spouse, counsellor, developer of skills and
intellect, host, guide, supporter and facilitator in the realization of
the vision the young person has about the kind of life he wants as
an adult. The main objective of mentoring is to help an employee
attain psychological maturity and effectiveness and get integrated
with the organisation. In a work situation, such mentoring can take
place at both formal and informal levels, depending on the prevailing
work culture and the commitment from the top management. Formal
mentoring can be very fruitful, if management invests time and
money in such relationship bundling exercises.
(d) Job Rotation: This kind of training involves the movement of
trainee from one job to another. This helps him to have a general
understanding of how the organisation functions. The purpose of job
rotation is to provide trainees with a larger organizational perspective
and a greater understanding of different functional areas as well as
a better sense of their own career objectives and interests. Apart
from relieving boredom, job rotation allows trainees to build rapport
with a wide range of individuals within the organisation, facilitating
future co-operation among departments. The cross-trained personnel
offers a great amount of flexibility for organizations when transfers,
promotions or replacements become inevitable. Job rotation may
pose several problems, especially when the trainees are rolled on
various jobs at frequent intervals. In such a case, trainees do not
usually stay long enough in any single phase of the operation to
develop a high degree of expertise. For slow learners, there is little
room to integrate resources properly. Trainees can become confused
when they are exposed to rotating managers, with contrasting styles
of operation. To get the best results out of the system, it should
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which are discussed in the class. The instructor helps them reach Notes
a common solution to the problem. This method gives the trainee
an opportunity to apply his knowledge to the solution of realistic
problems. Cases may be used in either of the two ways. Firstly,
they can be used subsequent to the expansion of formal theory
under which the trainees apply their knowledge of theory to specific
situations. Secondly, the trainees may be assigned the cases for
written analysis and oral discussion in the class without any prior
explanation of pertinent concepts and theory. The case study places
heavy demands upon the trainees and requires that they should have
a good deal of maturity in the subject-matter concerned.
IN-TEXT QUESTIONS
6. Under _________ type of training an attempt is made to duplicate,
as nearly as possible, the materials, equipment’s and conditions
found in the real workplace.
7. Role playing is a technique included under off the job training
programmes. (True/False)
8. Which of the following is a technique under on the job methods?
(a) Case study
(b) Conference training
(c) Discussion
(d) Job rotation
9. The JIT method is a four-step instructional process involving
preparation, presentation, performance try out and follow up.
(True/False)
10. _________ is a relationship in which a senior manager in an
organisation assumes the responsibility for grooming a junior
person.
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1.6 Retraining
Retraining is the process of providing training to persons who underwent
training earlier in their job. Retraining programme are generally arranged
for employees who have long been in the service of an organisation. Such
programmes are designed to avoid obsolescence of a person in terms of job
requirements. Retraining is required on account of the following factors:
I. Some employees concentrate on a narrow task and lack all-round
knowledge and skills. Training is required to widen their knowledge
and attitudes.
II. Employees who are called back to work after layoff are given training
so as to handle highly skilled jobs.
III. Due to technological changes some jobs may become unnecessary.
Employees working on such jobs are retrained for other jobs.
IV. Retraining is necessary to develop a versatile workforce capable of
performing more than one job.
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IN-TEXT QUESTIONS
11. _______ is the process of providing training to persons who
underwent training earlier in their job.
12. An effective training programme should be flexible. (True/False)
13. Training helps an employee to use various safety devices. He
can handle the machines safely and becomes less prone to
accidents. (Yes/No)
1.7 Summary
Training is a planned programme designed to improve performance and to
bring about measurable changes in knowledge, skills, attitude and social
behaviour of employees. Training makes employees versatile, mobile, flexible
and useful to the organization. Development is future-oriented training,
focusing on the personal growth of the employee. Learning principles are
the guidelines to the way people learn most effectively. More effective
training incorporates more of these principles. The various types of training
include: Skill training, refresher training, diversity training, and literacy
training. In order to have effective training programmes, the systems
approach is recommended. The systems approach consists of three phases:
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1. Training
2. False
3. (d) Step by step learning
4. Promotional training
5. Orientation training
6. Vestibule
7. True
8. (d) Job rotation
9. True
10. Understudy
11. Retraining
12. True
13. Yes
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5. Distinguish between on the Job and off the Job training and explain Notes
two methods of each.
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L E S S O N
2
New Concepts in Training
Ms. Ritika Sharma
School of Open Learning
University of Delhi
STRUCTURE
2.1 Learning Objectives
2.2 Introduction
2.3 New Methods of Training and Development
2.4 Management Development Programs
2.5 Training Process Outsourcing
2.6 Scope of Training
2.7 Summary
2.8 Answers to In-Text Questions
2.9 Self-Assessment Questions
2.10 References
2.11 Suggested Readings
2.2 Introduction
Although conventional training methods will always be useful for helping employees
learn, some concepts cannot be taught using traditional knowledge transmission strategies.
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In this chapter we will discuss about the concept of hands on training, Notes
e-learning and shadowing. Students might be familiar with some of the
topics as they are using them in their daily lives. This chapter will help
the students to become more aware about HR practices being followed
now days. The field of HR is evolving with a great pace, training methods
are changing and different types of training is being focused in today’s
world. In this chapter we will also discuss about planned and intentional
learning process known as management development programme that aims
to increase managerial efficacy of the employees.
When a company employs an outside provider to handle all of its learning
and development activities or processes, that arrangement is known as
training process outsourcing which has different benefits discussed below.
Next the chapter focuses on the scope of training that is considered to be
very wide when compared to other activities of the enterprise, it covers
many new concepts namely: onboarding training, quality management
training, product and services training, soft skills training and technical
skills training.
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2.3.2 E-Learning
An planned course or learning exercise that is presented electronically is
known as e-learning; it may contain study materials, practice exercises,
video lectures, etc. It is sometimes referred as web-based learning. Unlike
traditional learning methods, e-learning enables participants to take part
in a structured learning experience regardless of their physical location.
E-Learning
Synchronous Asynchronous
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2.3.3 Shadowing
It’s a form of on-the-job training where a worker picks up knowledge
from a more experienced co-worker by imitating and watching them. It
can be a very effective training method because it allows one individual to
learn from another. It is a practical way of learning a work. The purpose
of job shadowing is to assist interns, students, or employees who want
to learn more about performing a task that they are not familiar with.
Benefits of Shadowing:
1. Helps in gaining experience: It is an excellent way to give interns
and workers valuable work experience. This kind of on-the-job
training can actually help interns learn new skills and to understand
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Notes the industry and the position, when compared to internships that
only involve simple and repetitive tasks.
2. Helps in assessing the prerequisites of the job: Job shadowing can
assist you in deciding whether or not to pursue a particular field
as a career by providing a glimpse into the day-to-day activities of
a job position. It can also assist you in determining whether you
possess the necessary skills to perform the work.
3. Helps in building network: Job shadowing is a good method to build
networks with people in the industry who already work there or
want to. Establishing professional connections is possible by job
shadowing.
IN-TEXT QUESTIONS
1. _________ It’s a form of on-the-job training where a worker
picks up knowledge from a more experienced co-worker by
imitating and watching them.
2. Synchronous web-based learning is instructor-facilitated and it
requires all participants to be virtually present at the same time.
(True/False)
3. Which of the following is not a benefit of E-learning?
(a) Cost efficient
(b) Flexible
(c) Time saving
(d) Requires a device to access
4. _________ means direct practical experience in the operation or
functioning of a skill or task and involves active participation
by a student.
5. Hands on training allows employees to learn by practicing,
interacting and getting instant feedback. (True/False)
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IN-TEXT QUESTIONS
6. _________ is a programme of training and planned personal
development purporting to prepare and aid managers in their
present and future jobs.
7. When compared to traditional training, management development
programmes focus on improving the conceptual and interpersonal
skills of managers and leaders through planned and structured
processes. (True/False)
8. Which of the following is not a characteristic of management
development program?
(a) Continuous activity
(b) Organised process
(c) Does guided development
(d) Creates confusion
9. The first step in management development program is planning
of training and development program. (True/False)
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3. Measurement of the results: After the training has been completed Notes
and employees start using these tools in their daily work, their
current performance is compared to past performance and results
are measured. This helps in determining if the training program
was useful or not.
4. Monitoring the learning: A professional training outsourcing agency
helps in monitoring the learning process of the employees, it has
its own analytics to keep an eye on an employees performance. It
makes the task of organisation easy and also helps the employees
to improve themselves.
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Notes under the direction of a qualified person, the master or an officer authorized
thereof and in accordance with an approved programme”. The process
of onboarding helps new hires develop the abilities, attitudes, and habits
necessary to contribute positively to a company. On board trainings are
intended to help new hires or internal transfers adjust to their new roles.
Onboarding’s primary objectives are to familiarize new employees with
the company and give them the relevant information necessary for their
positions.
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Notes all the queries asked by the customers. When customers get timely
responses and answers to their queries, they tend to become loyal
to the organisation and its products.
IN-TEXT QUESTIONS
11. When a company employs an outside provider to handle all
of its learning and development activities or processes, that
arrangement is known as ________.
12. Learning programming languages and data analytics is a form
of soft skill training. (True/False)
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2.7 Summary
Training is a planned programme designed to improve performance and to
bring about measurable changes in knowledge, skills, attitude and social
behaviour of employees. Scope of training has expanded to different areas
covering soft skills training, technical skills training, quality management
training, products and services training etc.
Hands-on training means direct practical experience in the operation or
functioning of a skill or task and involves active participation by a student
it has many benefits including imparting of practical knowledge, seems
more engaging and creates highly confident workforce.
Similarly e-learning is another popular concept, it means imparting
knowledge electronically. It is highly flexible and time saving for
employees. Shadowing is a form of on-the-job training where a worker
picks up knowledge from a more experienced co-worker by imitating
and watching them. It can be a very effective training method because
it allows one individual to learn from another.
We have also discussed about management development program which
is a programme of training and planned personal development purporting
to prepare and aid managers in their present and future jobs. When an
organisation gets its employees trained by an outside agency, it is called
training process outsourcing it has many benefits for the employees and
the organisation both. It includes activities like strategy development,
learning administrative tasks, monitoring the learning and measurement
of the results.
1. Shadowing
2. True
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2.10 References
https://trainingindustry.com/blog/leadership/5-reasons-to-take-a-hands-
on-approach-to-soft-skills-training/
https://www.lawinsider.com/dictionary/hands-on-training
https://www.infoprolearning.com/blog/what-are-the-benefits-of-training-
process-outsourcing/
https://isg-one.com/articles/top-10-reasons-you-should-outsource-some-
training-and-its-development
https://www.ispringsolutions.com/blog/soft-skills-training
Gupta, C. B. (2018). Human Resource Management. Delhi: Sultan
Chand & Sons.
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UNIT - IV
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L E S S O N
1
Performance Appraisal
Dr. Anudeep Arora
Guru Gobind Singh Indraprastha University
STRUCTURE
1.1 Learning Objectives
1.2 Introduction
1.3 Overview of Performance Appraisal
1.4 Summary
1.5 Answers to In-Text Questions
1.6 Self-Assessment Questions
1.7 References
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1.2 Introduction
Meaning of Performance Appraisal:
Performance appraisal is the critical examination of employees’ effectiveness
and recognition of a person’s abilities for future growth and development.
Performance analysis is typically carried out in the following ways:
1. Supervisors evaluate employee pay and compare it to targets and
plans.
2. The supervisor explores the factors that determine employees’ work
performance.
3. Employers are in a position to motivate and inspire employees to
improve their performance.
Performance in connection to the job’s specified criteria. It involves a
subjective statement of the employee’s strengths and limitations, relative
worth to the company, and the likelihood of future advancement.
The assessment of an employee’s job-related achievement with the intention
in mind of enhancing the individual’s performance is recognized as
performance management. It also serves as justification for determining
an employee’s pay and advancement opportunities.
The judgment is a process, whereas performance supervision is a system. In
contrast to appraisals, which is dependent upon fixed metrics, performance
management takes a pragmatic approach. Management of performance is
a strategic solution or tool. Performance evaluation is a tactical solution
or tool.
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Notes a higher rate of success and derive maximum benefits. There are five
modern methods of appraisal system that can be employed to create a
more genuine and truthful system for performance evaluation:
Modern Performance Appraisal Methods:
1. Management by Objectives (MBO)
Managers and employees work together to determine strategy, arrange,
and interact targets in this technique. The SMART (Specific,
Measurable, Achievable, Realistic, and Time-sensitive) method is
utilized to verify targets for a specific evaluation period. After
establishing specific goals, managers and employees meet on a
regular basis to discuss the feasibility of achieving those objectives
and the progress made. These progress indicators aid in analyzing
an employee’s contributions towards the end of review period.
Success is recognized with appraisals such as salary increases or
promotions, whereas others are re-evaluated for additional training.
With constant interaction between manager and employee, success is
measured on tangible and measurable goals. But in such a scenario,
Intangible factors such as interpersonal skills are not taken into
account. The MBO concept is suitable for various sizes of businesses
wherein evaluation for 360-Degree Feedback Method is adopted.
360-Degree level of opinion is gaining popularity as a multi-dimensional
method of performance evaluation. The technique concentrates on
collecting input from each individual whom an employee comes into
contact, such as managers, customers, peers, and so on. When data
is gathered from multiple sources, the possibility of a manager’s bias
influencing an appraisal which is being eliminated. Furthermore, it
leads to a clearer picture of the employee’s work competence.
Businesses recognize that in order to stay motivated and engaged,
employees seek impartial and objective feedback on their performance.
A continuous 360-degree digital feedback method provides the
employee with additional channels of feedback. The objective
evaluation is regarded as fair and encourages employees to boost
their performance in illumination of the appraisal. In fact, managers
improve the profitability by 8.9%.
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to help others and an open mind, as well as a flexible and challenging Notes
attitude.
Employee counselling takes place as part of a supportive process in which
the psychologist and the staff collaborate to solve a problem, change
behaviour, or promote personal growth and awareness. The therapeutic
relationships confidential and not reciprocal. The focus of a counsellor
is to offer support and encouragement to the employee.
It is based on the assumption that if an employee is properly counselled
by skilled managers, his or her performance will improve. Employee
consultation is defined as working to assist poor or underperforming
employees improve, so having an effective and well-documented counselling
curriculum is critical for two reasons: first, to improve performance,
and second, to serve as support and possible evidence for subsequent
termination if the employee fails to improve.
Employee counselling is a vital part of performance review and potential
appraisal, if these are to achieve their basic purpose of helping employees
to improve and develop. Unless carefully and sensitively handled, employees
may become more dissatisfied after the counselling than before.
Counselling is described as the help provided by the manager so as
to manage the subordinates in analyzing their performance and other
behaviours at the workplace, such that the performance is enhanced.
Counselling is also used sometimes as a part of coaching and reviewing
one’s performance. Such a review identifies not only the potential for
development but also the training needs for further improvements.
Employee counselling is a method of understanding and assisting individuals
who are beginning to experience technical, personal, and emotional
adjustment issues that are interfering with their job performance. An
employee’s personal adjustment is frequently improved when he is able
to obtain the information he necessitates to reach an intelligent solution
to his problems or when he is able to express his feelings without fear
of retaliation. Counselling is a sophisticated form of communication in
which efforts are made to maintain favorable perceptions.
Counselling, in this sense, has been practiced in some manner or another
since the dawn of time. Psychotherapy is essential in any field that
involves dealing with people. The psychoanalytic method is the basis of
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entails identifying the formative requirements of the person being advised Notes
so that he or she can develop and increase his or her efficacy.
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CASE STUDY
A doctor discharged a staff member who had been working for him
for nine months. She then claimed that her civil rights were violated
and that she was discriminated against because of her age. She was
46 years old. During an investigation, the doctor was asked to provide
copies of her performance evaluations to justify the contention that the
discharge was based on her performance, not her age. No performance
evaluations had been given to any employees. This claim led to an
out of-court settlement.
Considerations:—
The employee had been with the doctor for nine months and had not
received a performance appraisal. She claimed that she was not aware
that her performance was not satisfactory and was surprised when she
was terminated. She alleged that the sole reason for her discharge
was her age that the doctor wanted to hire a younger person. The
doctor said she had been warned on several occasions, but nothing
had been documented.
This is not an isolated incident; such claims are made against doctors
every day. What can you do to prevent this from happening?
1.4 Summary
Systems for performance management are utilized to “manage and integrate”
each of a organization’s resources so that it can achieve great results and
overcome problems caused by individual employees who fail to meet
the company’s goals. “The management of output in the organization
helps determine the organization’s accomplishment or malfunction to a
large extent. As a result, optimizing performance judgment for all human
resources should is at the top priorities for modern enterprises”.
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Notes Performance assessment can be carried out with the following objectives:—
To keep duplicates in order to calculate reward systems, pay structure,
salary increases, and more.
Recognizing employees’ positive attributes and drawbacks in order
to place the right men in the right jobs.
Preserving and assessing a person’s potential for expansion and
development.
To provide employees with feedback on their performance and
related status.
It is the foundation for influencing employees’ working habits.
Evaluate and maintain marketing and other training programmes.
1. (a) Assessment
2. (c) Employment Review
3. (c) Employee evaluation
4. (b) I-B, II-C, III-D, IV-A
5. (b) Job knowledge
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1.7 References
Vasava (2021): A Study on Performance Appraisal of Employees.
Ayomikun Idowu (2017): Effectiveness of Performance Appraisal
System and its Effect on Employee Motivation.
Cross Ogohi Daniel (2019): Analysing the Concept of Performance
Appraisal System on Employees Development.
https://nanopdf.com/download/need-of-employee-engagement-mba-
projects-free-on-hr_pdf.
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L E S S O N
2
Compensation
Dr. Anudeep Arora
Guru Gobind Singh Indraprastha University
STRUCTURE
2.1 Learning Objectives
2.2 Concepts and Policies
2.3 Base and Supplementary Compensation
2.4 Individual, Group and Organizational Incentive Plans
2.5 )ULQJH %HQH¿WV
2.6 Performance Linked Compensation
2.7 Employee Stock Option
2.8 Pay Band Compensation System
2.9 Job Evaluation
2.10 Summary
2.11 Answers to In-Text Questions
2.12 Self-Assessment Questions
2.13 References
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The Human Resources department has the task of assisting in the stipulation
and creation of a productive environment for all organisation employees
that will nurture the accomplishment of the organization’s top objectives
of research and education through great customer delivery. Furthermore,
Human Resources promotes the opportunity for employees to accomplish
their full potential and maintain a high standard through the administration
and explanation of corporate policies and procedures, applicable federal
and provincial legislation, and participation in the administration and
delivery of personal and professional growth programmes.
This responsibility starts by concentrating on excellent employee relations.
The Manager, Salary Presidency is expected to establish and maintain
positive working relationships with all employee groups on campus, which
contributes to a favourable work environment.
Compensation is a technique of providing monetary compensation to
staff in lieu of the work done. Compensation can be utilized to help with
talent acquisition, work performance, and job involvement. Compensation
and benefits are crucial aspects of human resources. Earnings along with
paychecks are descriptions of reimbursement, so although benefits include
things like group medical insurance, layoff and allowance. Benefits and
compensation plays an essential part due to their ability to hire and keep
talented employees.
Remuneration is generally described as a financial payment made to a
person in lieu of their services. Workers earning their compensation in
the place of work. It includes salaries or wages, expenses, rewards or
perks along with the position of an individual.
Compensation is the oversight of the various types of compensation that
an organisation provides. Compensation managers or business owners
are quite often held accountable for this. There are four major types.
Straightforward pay, employee compensation, incentive compensation, and
assistance programs are instances of these. It is essential that organizations
understand not only how each type operates. They should also understand
why it is critical to communicate with employees about pay.
Compensation management is a systematic discipline that entails adjusting
the task relationship through providing employees to monetary and non-
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Notes monetary benefits. Rewards, dividends, bonus pay, goal is to convey, and
commission based are all some of the examples in case of compensation.
Non-quantifiable benefits to name a few business car, business habitation,
and some convertible preferred shares can also be built-in within
reparation. Employee productivity and organization performance are aided
by compensation.
An ideal remuneration system will have a beneficial effect on the
professionalism and outcomes. It will encourage employees to work harder
and encounter the established standards. Workers’ trust, performance, and
partnership will enhance as a result of compensation. Workers will be
pleased if you are just and fair. A good compensation and incentives system
brings harmonious relationship to the manager-employee relationship;
cooperation focuses primarily on financial compensation.
An ideal compensation system guarantees that staff is satisfied and
content. This reduces worker turnover. Thus, the organisation achieves
market stability.
If the industry has a talented, skillful, and pleased workforce, it can devise
a compensation strategy and thrive. An effective compensation system is
an indication of an organization’s prosperity and wealth.
Compensation has been a key problem for both the employee and the
employer.
This is due to the fact that money is a significant motivator and is
directly or indirectly related to satisfaction of all social beings. Staff
members sell their hands and intelligence to meet their basic needs, while
employers hire them to achieve organisational goals. As a consequence,
the perspectives of the employer and the employee on recompense differ.
Because of the total operating costs, effective compensation management
becomes critical from a cost standpoint alone. Another point of view from
an employer is to evaluate its impact on a wide range of employees’
perceptions, behaviour patterns, and, finally, its potency on organisational
effectiveness. Compensation has a direct impact on key outcomes such
as employee satisfaction, appeal, retainment, achievement, competence,
partnership, and versatility, among others.
The compensation policy outlines the particulars of the compensation
components in the institution, which of them are used, and the circumstances
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in which the remuneration element can be used in the workers’ specific Notes
situation. Many compensation elements are used by each institution and
must be described. Employees are driven to show up to work if they are
fully compensated. Their morale still seems to be high, and their employee
satisfaction is rising. High morale guarantees that employees are motivated
enough to come to work each day and perform their finest work.
Since reimbursement elements are utilized by one and all institutions and
hence ought to be characterized. The reimbursement strategy describes
the essential layout of compensation, the way they are calculated, who
seems to be suitable for usage, and the endorsement method.
The compensation course of action is the browsed and debated in-house
policies as a part of organisation since it specifies a person’s salary.
Every single employee is involved with the remuneration package along
with forthcoming overall amount accessible within an organization.
The compensation document is the principal means to gain insights on
compensation mechanism and means to achieve maximum ready money.
The compensation policy is the fundamental document that drives the
specific details of the organization’s compensation practices. Whereas the
reward policy generates the companies’ reputed level of remuneration goals,
the remuneration guideline talks about precise details of the individual
components of compensation, followed by behavioural patterns, individual’s
involvement in the organization’s payment system.
Compensation Policy: The way it is linked to other HR Elements:
Compensation Strategy
Recruitment Policy
Performance Management
Talent Management
Employee Segmentation
HR Operations
Corporate Culture
Business Partnering
Employee effort and achievement are inspired by compensation policies
since staff is responsible for finding out the brainiest and quickest
means to earn the most funds with the least quantity of individual
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Notes performance. The incentive policy must be crafted in such a way that
potential counter measures and violent behaviour are managed to avoid.
The compensation policy has to be straight forward, as well as provide
only one interpretation. It is crucial that managers and staff are evident
about the remuneration component and comprehend the terms that pertain
to the authorization of the specific compensation component.
Key principles of Modern Compensation Policy
Engaging Processes
Self Explanatory
Freedom to Act
Simple Language
Clear guidelines
Appealing procedure
The policy must cover all remuneration elements used in the organisation
as it actually impacts large population. The extraordinary supervisory
element methods can be referred to the overall pay structure, but individuals
ought not to be kept under wraps. Coworkers could indeed rely on a
compensation policy that does not specify all components of pay.
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Notes Individual wage incentive plans might include three types of personnel. They
are blue-collar workers, white-collar workers such as sales representatives,
and management staff. All of these employee categories have various
needs; vary in certification and kind of work, resulting in distinct plans
designed for each other.
An incentive programme is a strategy for encouraging individual or group
achievement. A reward system consists primarily of cash incentives, i.e.,
reward wage, but it could encompass non-monetary benefits.
Incentives are variable rewards given based on the level of achievement in
case of specific results. Incentives include compensation for achievement
and payment based on outcomes.
To put it another way, a motivation programme must incorporate
elements of both time related and achievement-based salary payment
system.
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Notes at a lower cost than the current market price/value of the stock, or they
are given a certain proportion of their compensation in company stock.
Employee Stock Options (ESOs) are a form of equity compensation given
to employees and executives by companies. Instead of directly authorizing
shares of stock, the company grants derivative options on the stock.
These options are similar to regular call options in that they give the
employee the right to purchase the company’s stock at a predetermined
price for a limited time. The terms of ESOs will be fully spelled out in
an employee stock options agreement.
Overall, the getting benefits of a stock are discovered when the underlying
stock of a company rises above the exercise price. Unlike standard listed
or exchange-traded options, ESOs are typically issued by the company
and cannot be sold. When the price of a stock rises above the exercise
price of a call option, the call option is executed and the bearer acquires
the company’s value at a price reduction. The owner could opt to sell
the stock in the market place for a profit straight away or to hold onto
the stock over time.
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Pay bands also provide employers with some salary-setting flexibility, Notes
as they can adjust the band based on business needs or the market
rate for similar roles.
Support employee development: Organizations can encourage employee
development and progression by relocating employees to different
pay bands as they gain new skills and experience.
Pay bands can help to improve organisational efficiency and effectiveness
by ensuring that employees are paid fairly and in accordance with
their skills and experience.
A pay band is a set salary range for a group of jobs with known to have
similar characteristics, qualifications, and levels of responsibility. Pay
bands can be used by an organisation to control labour costs and make
salaries more equitable among employees. While pay bands can add
structure and stability to a firm’s payment scheme, they can also make
it challenging to retain and recruit top performers.
Some of the most common difficulties encountered when implementing
pay bands are as follows:
Employees must be informed about the rationale for pay bands.
Choosing the right size and structure for pay bands.
Making certain that pay scales are equitable and internally consistent.
Creating compensation programmes that work within the pay banding
constraints.
Creating an efficient procedure for managing exceptions to pay band
limits.
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Certain processes are used in job evaluation in such a way that the
accepted means in the possession of personnel administration are
trying to dodge employment rate discrepancy. As a result, it would
lead to uniformity in the entire salary framework.
Job analysis is the purposeful process of determining the value of
one worker in the organization in comparison to the other. During
job evaluation, the relative worth of numerous positions is assessed
so that salaries can be paid regardless on the job’s worth.
Staff members must be reimbursed based on the job they will perform
in order to improve their performance and retain a high level of
efficiency at work.
Job evaluation is referred to as the method of establishing the
worth of each job when compared to the worth of other jobs in a
company. Its primary objective is to establish a logical, orderly power
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structure of jobs based on their value to the firm by examining the Notes
complexity of the services performed as well as its contribution to
the business. The aspects used to evaluate the value of a position
are identified, described, and evenly distributed in the company’s
job evaluation plan.
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(a) Productivity
(b) Sales
(c) Profit
(d) All of the above
5. _________ is paid when an employee leaves after more than
five years of service.
(a) Perquisites
(b) Claims
(c) Gratuity
(d) Allowances
CASE STUDY
XYZ Ltd. is a multinational company with 10,000 employees spread
across different countries. The company is facing several issues
with its current compensation management system and has hired a
consultant to review the current system and suggest recommendations
for improvement.
1. What are the key components of Compensation Management
System?
2. What are some of the common challenges faced by companies
in managing compensation effectively?
3. How can XYZ Ltd. ensure that its compensation system is
competitive and attracts top talent?
4. What are some of the best practices for designing and implementing
a compensation management system?
5. How can XYZ Ltd. measure the effectiveness of its compensation
system and make necessary adjustments?
2.10 Summary
HRM, or “human resource management,” can facilitate in the management
of various human resource-related tasks. Businesses generate different
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2.13 References
Mannu Garg (2020): Impact of Compensation Management on
Employees performance.
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UNIT - V
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L E S S O N
1
Employee Maintenance
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
Ms. Ritika Sharma
School of Open Learning
University of Delhi
STRUCTURE
1.1 Learning Objectives
1.2 Introduction
1.3 Employee Health
1.4 Employee Safety
1.5 Employee Welfare
1.6 Social Security
1.7 Summary
1.8 Answers to In-Text Questions
1.9 Self-Assessment Questions
1.10 References
1.11 Suggested Readings
1.2 Introduction
Working conditions have attracted a great deal of attention of management of business
and other organizations in the recent years. There are two basic reasons for this. Firstly,
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Notes the growth of trade union movement has compelled the managements to
provide better working conditions to the employees. Secondly, enlightened
managements realize the significance of better working facilities to
the employees for achieving greater productivity and efficiency in the
organization. An employee spends about 8 hours at the place of work
during any working day. He must be provided with such types of facilities
which will maintain his health and keep interested in his work.
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hearing loss. Vibrations and shocks may cause nerve injury and Notes
inflammation of tissues in the body.
(iv) Atmospheric Conditions: Inadequate ventilation, improper lighting,
extreme temperature, etc. affect health and efficiency of employees.
Under the Factories Act, 1948 hazardous process is defined as any process
or activity in relation to an industry specified in the First Schedule where,
unless special care is taken raw materials used therein or the-intermediate
or finished products, wastes or effluents therefore would:
(i) cause material impairment or the health of the persons engaged in
or connected therewith, or
(ii) result in the pollution of the general environment.
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VIII. Personality and behaviour which make some people more Notes
accident prone.
3. Miscellaneous Causes: Young, untrained and inexperienced workers
cause more accidents than old, trained and experienced workers.
Alcoholic and drug addicted prone. Workers having disturbed family
life are likely to cause accidents due to stress. Unsatisfactory
behaviour of supervisions may also cause accidents on the part of
workers.
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parts should be stored safety after use. There should be solid Notes
and even flooring. All floors should be kept clean and dry.
Waste cans and sand pails should be safely stored.
4. Safety Education and Training: Safety education and training should
be provided to workers, supervisors and executives to develop safety
consciousness and safe working habits. Workers should be trained in
the proper use of safety devices. The need for good house-keeping
and safe materials handling should be stressed. Principles of first
aid and precautions required in case of fire and the accidents may
be explained. Posters, bulletin boards, house organs, displays,
cartoons, slogans, signs and safety films, may be used for safety
education, training and safety publicity campaign. Safety contests
may be organized and prizes awarded to the most safe employee/
work group/department to develop safety competition. Disciplinary
actions/punishments may be used for breach of safety regulations.
5. Role of Government: The Government of India established the
Factory Advice Service and Labour Institute, Mumbai. The institute
renders advice on safety matters and enforces safety laws. A
‘National Programme for Coordinated Action Plan’ for control of
hazards and protection of health and safety of workers in dangerous
manufacturing process has been launched. Model scheme for setting
up full safety control system cell in hazardous industries and ‘Safety
and Health’ Accidents Reduction Plan (SAHARA) in all industries
are in operation.
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Governments run health centers, educational centers, etc. for the Notes
welfare of the workers. They also keep a vigil on the employers
that they are operating the welfare schemes made obligatory by the
Central or State Government. The State Governments have been
empowered to prescribe rules for the welfare of workers and appoint
appropriate authorities for the enforcement of welfare provisions
under various laws. In Assam, a statutory welfare fund is created
for offering medical, educational, recreational and other facilities to
plantations workers. In Gujarat, Maharashtra, Punjab, and Karnataka,
Labour Welfare Centers are administered by welfare boards. However,
the number of these welfare centers is not inadequate to serve the
growing needs of workers at various places. These centers do not
have adequate funds and dedicated staff to carry out welfare work.
(c) Employers: Many employers provide voluntarily welfare facilities
along with the statutory welfare facilities. These include residential
accommodation to employees, medical and transport facilities, reading
rooms, scholarships to children of workers, patronize teams of
employees for hockey, football, etc. Employers can provide welfare
facilities individually or collectively, i.e. through their associations.
Employers have to play a major role in providing welfare facilities
to industrial workers. The welfare facilities offered by the employers
on their own are called voluntary welfare facilities. Some associations
of employers also provide welfare facilities collectively. Enlightened
employers like TISCO, Hindustan Lever, Godrej, L&T Siemens,
Voltas, Bajaj, Birlas, Sandoz, Philips, HMT, LIC, BHEL etc.
have undertaken welfare activities in the interest of workers. The
management of TISCO runs a well equipped hospital in Jamshedpur,
supported by health centers and dispensaries in different residential
localities. Family planning clinics, credit societies, gymnasiums,
club, creches, canteens, schools are also set up by TISCO for the
benefit of workers. Employees Associations have also joined hands
with employers in doing some welfare work for their workers.
(d) Trade Unions: Trade unions are supposed to raise the welfare of
workers and naturally they are expected to provide certain welfare
facilities to their members. Unions can provide educational, cultural
and other facilities to their members. In Bombay, some unions
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Notes among the employees will increase. Management may also provide
for reading rooms, libraries, radios, T.V. etc. for the recreation of
the employees.
(3) Facilitative Services: These are conveniences which the employees
ordinarily require such as:
(i) Canteen, rest rooms and lunch room: Eating is naturally a
very important thing for an employee to maintain his health
and efficiency. Unless proper facilities for food, tea and rest
rooms are available, health and consequential efficiency of
the workers will go down. Hence, almost all factories are
required to provide canteens where food can be obtained either
at a fair price or at subsidized rates. Similarly, lunch rooms
may be provided where workers may take their food which
they bring from their homes. Workers also need some place
or shelter for taking rest during leisure hours. This is also a
necessity for proper upkeep of health and efficiency.
(ii) Housing facilities: Some organizations construct flats for their
employees and provide the same either rent free or at a nominal
rent. In some cases, cash compensations are given while in
other cases, loans at cheaper rates of interest are advanced to
the employees to enable them to construct or purchase their
own houses or flats.
(iii) Medical facilities: Health is one of the foremost things for
the employees and it is but natural that there may be injuries
because of accidents while working. So first-aid facilities must
be provided for within the factory premises. In addition, medical
scheme is generally in operation under which reimbursement of
medical expenses actually incurred is allowed. The organization
may also prescribe doctors from whom the employees may
get services in case of need.
(iv) Washing facilities: It is necessary to provide for wash basins
and washing facilities to be conveniently accessible to all
workers which should be clean, properly separated and screened
for the use of male and female employees.
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Notes Functional: He can oversee the implementation of labour laws for the
benefit of workers.
Policing: He can forward workers’ grievances to management, can influence
industrial relations calm it when disputes arise, can restrain workers and
management from resorting to illegal strikes and lockouts.
Mediation: He can mediate and build harmony between labour and
management, secure speedy redressal of worker’s grievances, settle disputes
through persuasive efforts, maintain a neutral stance during strikes and
lockouts and thereby help in resolving troubling issues peacefully.
IN-TEXT QUESTIONS
6. _________ work is work for improving the health, safety and
general well being and the industrial efficiency of the workers
beyond the minimum standard lay down by labour legislation.
7. Statutory measures under labour welfare may be provided due
to customs and traditions followed in a company. (True/False)
8. Under _________ Act, employer has to provide canteen, rest and
lunch rooms, creches, medical aid, proper lighting, ventilation,
drinking water, etc.
(a) Factories Act
(b) Mines Act
(c) Contract Act
(d) LLP Act
9. Canteen, rest rooms and lunch room are a part of Economic
services. (True/False)
10. Which of the following roles are played by a Labour Officer
under the Factories Act?
(a) Advisory
(b) Service oriented
(c) Supervisory
(d) All of the above
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Notes medical care. Medical care, expert care, the distribution of necessary
medications, and hospitalisation are part of this component.
2. Sickness Benefit: Inability to work due to illness can cause a
disruption of income. Under this benefit, the employee is paid for
maximum of 26 weeks a year as a benefit.
3. Unemployment benefit: When a worker is capable and available
for work but cannot find suitable job, the social security benefit
compensates for the loss of earnings during this unemployed time.
According to the Act, this compensation may only be paid for
maximum of 13 weeks a year.
4. Employment injury benefit: Under the Employment Injury benefit,
an injured employee is given appropriate medical attention and
regular payments in accordance with the Worker’s Compensation
Act’s law requirements.
5. Old age benefit: The amount of payment under this benefit is based
on the individual’s working ability during the time before and after
retirement. It also contains a portion of money that is provided after
reaching a certain age and lasts until death.
6. Maternity benefit: Under the Maternity Benefit Act of 1961, women
are given a fixed periodical payment three months before and three
months after the birth of their kid in many organisations.
7. Family Benefit: This insurance provides responsibility for the
children’s support for the duration of their childhood in the event
of the breadwinner’s death.
8. Survivors benefit: It pertains to the benefits provided to the impacted
family in the form of regular payments made to the family after
the death of the family’s primary breadwinner.
9. Invalidism: This benefit, which comes in the form of recurring
payments, for taking care of the requirements of employees who are
disabled due to an illness or accident faced by them on the work,
if is invalidism continues for full life, then after a certain age it
converts into old age benefit.
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1.7 Summary
Health is a general state of physical, mental and emotional well-being.
Safety involves protecting the physical well-being of people. Health
promotion covers areas such as healthy living, physical fitness, smoking
cessation, stress management etc. The main purpose of effective safety
programmes in an organization is to prevent work-related injuries and
accidents. Safety members in factories cover slipping and falling hazards,
collision and obstruction hazards, equipment hazards, fire hazards, hazards
from falling objects etc. Supervisors play a great role in reducing unsafe
conditions and unsafe acts.
1. Health
2. False
3. (a) Preventive and curative
4. True
5. True
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1.10 References
Chhabra, T. N. & Chhabra, M. (2020). Human Resource Management,
Delhi: Sun India Publications.
Aswathappa, K. & Dash, S. (2021). Human Resource Management-
Text and cases, Ninth Edition, Tata McGraw-Hill.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
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L E S S O N
2
Employee Grievance,
HRIS and E-HRM
Dr. Pooja Goel
Shaheed Bhagat Singh College
University of Delhi
Ms. Ritika Sharma
School of Open Learning
University of Delhi
STRUCTURE
2.1 Learning Objectives
2.2 Introduction
2.3 Employee Grievance
2.4 Human Resource Information System (HRIS)
2.5 E-HRM
2.6 Summary
2.7 Answers to In-Text Questions
2.8 Self-Assessment Questions
2.9 References
2.10 Suggested Readings
2.2 Introduction
Employee dissatisfaction with the company and its administration is referred to as an
employee grievance. A business or employer is expected to give an employee a secure
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solutions. Every case has to be dealt with on its merit. The following Notes
guidelines may be followed to deal effectively with the grievances:
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Notes should not take any action against the management until the whole
grievance procedure has been exhausted. The grievance assumes the
form of a conflict after the worker is not satisfied with the decision
of the chief executive. For maintaining industrial peace in the plant,
it is advisable to refer such grievance to the voluntary arbitration.
The award of the arbitrator should be binding on both the parties.
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I. To make the desired information available in the right form to the Notes
right person and at the right time.
II. To supply the required information at a reasonable cost.
III. To use the most efficient methods of processing data.
IV. To provide necessary security and secrecy for important and/or
confidential information.
V. To keep the information up-to-date.
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processing, etc. the personnel to be employed for this purpose and Notes
the ways of processing and storing the information required on an
exceptional basis. Above all, a cost-benefit analysis of the system
is essential.
3. Implementation: This phase deals with the fitting in of HRIS into
the organisation structure. The various alternatives available in
this connection are: (i) the old information flow may be allowed
to continue as it is and new system may be installed to meet the
requirements of the new operation; (ii) the old system may be
scrapped completely and supplanted by the new one; and (iii)
phasing the installation of the new system and scrapping the old
one.
It is important to appoint and train personnel for operating the HRIS.
The procedures for actual installation of the installation of the
equipments to be used and development of the support facilities
is yet another major decision area. Obtaining the printed formats
and reports is the next task. The most difficult part of this phase
is the amalgamation of the information system and the organisation
structure.
4. Feedback: The regular feedback regarding the actual functioning
of the HRIS is a must for the designer to fill up the gap between
its planning and implementation. The changes in the environment
also need to be incorporated. If the HRIS is not corrected for these
deviations, it will lead to malfunctioning of the HRIS. Hence the
system should be continuously reviewed in the light of changes
in the environment both within the organisation and outside the
organisation. Necessary steps will have to be taken to modify the
system in the wake of these changes.
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2.5 E-HRM
E-HRM is the use of information technology in human resource procedures
to facilitate simple exchanges between employees and employers. It
maintains data for various HR services like payroll, employee information,
performance management, training, hiring, etc. E-HRM is also termed as
electronic human resource management.
E-HRM has been defined as “a way of implementing HR strategies,
policies and practises in organisations through a conscious and directed
support of technology-based channels”.
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Notes process. It makes the process of finding candidates and new business
opportunities quicker, cheaper and more efficient.
2. E-Selection: E-selection is a process of web-based testing, face to
face interviews and job offers. Most organizations use e-selection to
achieve some specific purposes, such as cost reduction, maximum
utilization of human resources and sustainability. To operate e-selection
properly, organizations need to consider few procedural requirements,
including design upfront, vendor selection, and project steps,
assessment steps, and protocol for the test event, and feedback to
candidates.
3. E-learning/web-based training: E-learning includes numerous types
of media that deliver text, audio, images, animation, and streaming
video, and includes technology applications and processes. There
are two primary models of Web-based instruction: Synchronous
(instructor-facilitated) and asynchronous (self-directed, self-paced).
4. E-performance management: E-Performance Management, a web-
based tool, has been designed to make the performance reviews easier
than ever. An online performance appraisal system is a software
program that facilitates the completion of performance evaluations
online. It may be integrated with an employee position description
module, allowing managers to pull data from the employee’s position
description and insert this information into the evaluation.
5. E-compensation: E-Compensation represents a web-enabled approach
to an array of compensation tools that enable an organization to
“gather, store, manipulate, analyze, utilize, and distribute compensation
data and information”. Introduction of electronic technology in the
human resource task results in better controlling and cost-saving.
6. Biometrics: It is the latest electronic technology design for accurate
attendance maintenance of human beings with zero errors or frauds.
Biometrics scan finger of human and stores permanently as his
identity and proof that he is present.
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2.6 Summary
For the purpose of handling grievances efficiently, it is necessary to find
and analyze the grievances of the subordinates. A grievance is the embryo
of more serious trouble to come because accumulation of minor grievances
may lead to major explosions. Therefore, prompt and effective handling
of grievances is the key to industrial peace. This calls for a systematic
procedure of handling grievances for the just and speedy disposal of
grievances. There are two types of grievance procedures for redressing
the grievances of the employees. These include: (i) open door procedure,
(ii) stepladder procedure.
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1. Grievance
2. False
3. (c) Over ambition
4. True
5. HRIS
6. True
7. (d) All of the above
8. False
9. E-HRM
10. True
11. (c) Involvement of high costs
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2.9 References
Chhabra, T. N. & Chhabra, M. (2020). Human Resource Management,
Delhi: Sun India Publications.
Aswathappa, K. & Dash, S. (2021). Human Resource Management-
Text and cases, Ninth Edition, Tata McGraw-Hill.
Dessler G. & Varrkey B. (2020). Human Resource Management,
Sixteenth Edition, Pearson Paperback.
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L E S S O N
3
Employer-Employee
Relationship
Dr. Virender Kaushal
STRUCTURE
3.1 Learning Objectives
3.2 Introduction
3.3 Components of Employer-Employee Relationship
3.4 Standards for Establishment of Good Employer-Employee Relationship
3.5 Summary
3.6 Answers to In-Text Questions
3.7 Self-Assessment Questions
3.8 References
3.9 Suggested Readings
3.2 Introduction
When we talk about “employee-employer relationship,” we’re talking about the dynamic
between workers and their superiors at the office. Managers and employees depend on one
another to succeed in order to benefit the company. It’s imperative, then, that they have
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Notes a solid bond. Keeping this pair in check is essential in the contact point
industry. The greater the bond between the two parties, the happier and
more productive the employees will be. In order to reap these benefits,
it is critical to remember the significance of the employer-employee
partnership. An employment relationship exists between an employer and
an employee. It occurs when a person accepts a paid position or delivers
paid services under certain conditions.
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make their staff members feel valued and empowered in order to Notes
increase morale and self-assurance.
Conflict Management: Conflicts in the workplace have a detrimental
impact on the performance of an organisation. Concerns around
potentially discriminatory recruiting practises or hostile work
conditions are two examples of the kind of conflicts that can arise
in any type of company. Conflicts can also create an atmosphere
of mistrust between employees and managers, which can hinder
performance.
Productive Workforce: The most valuable resource that a firm
possesses is its workforce. If they are involved in their work and
driven, they will make an effort to meet the requirements set out
by the organisation. A strong relationship between employees and
employers is beneficial not only to the workers but to the company
as a whole.
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ACTIVITY Notes
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Notes Accountable Labour Unions: Many people have seen that labour
unions take a political stance rather than acting responsibly. Conversely,
unions must take a responsible stance towards employer-employee
relations. Each union should understand how crucially dependent the
efficient operation of the business and its output is on the wellbeing
of the workforce.
Worker Welfare: Businesses should be aware of the importance of
employee wellness. Companies must guarantee fair pay, comfortable
working conditions, chances for training and growth, and other
labour-related necessities. It is essential to have a sincere interest
in the welfare and advancement of the working class.
Grievance Handling Process: Improved employer-employee relations
can be achieved by implementing a quicker and easier grievance
resolution process. Employee tension and annoyance would have a
channel thanks to this. When workers perceive that their employers
care about their issues and are working to address them, they will
undoubtedly have positive opinions of the management and business
as a whole. As a result, their bosses and them would get friendly.
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IN-TEXT QUESTIONS
1. Who among the following depends upon one-another for the
success of an organisation?
(a) Employees
(b) Manager
(c) Both (a) and (b)
(d) Only (a)
2. Why organisations need positive ties between employers and
employees?
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CASE STUDY
Employee Relationship
Ms. Raksha works in the HR department at Prime Financial Services, a
payroll management company, and is well-known for her participation
in departmental activities. She is frequently burdened with duties,
which she accepts and sometimes accepts herself. However, she
learns that many of her coworkers accomplish their work on time
and attend to their personal lives in similar measure. This causes
her to question her skills due to her inability to complete her task
on time. Raksha came to the conclusion that it was time to leave
her job and scheduled a meeting with the head of human resources,
Mr. Johnson. Johnson devised alternative strategies to deal with her,
such as persuading her to work from home and minimising her tasks.
Mr. Yashasavi confronted Mr. Johnson with the question of how he
convinced Ms. Raksha to accept the offer to work from home, as
the manner in which she does her duties is an essential part of her
job description. Mr. Johnson answered with a smile, saying that she
should stick to her job description and that she won’t be able to
limit her responsibilities due to the way she works. He thought that
Johnson’s last words made him worry about how to replace her in
Johnson’s job as Head of HR.
Questions:
1. Who is more likely accurate, Raksha or Johnson’s assumption?
2. What do you think may be the cause of Raksha’s workload being
so high? Do you think it could be due to the organisational
structure or the very makeup of Raksha?
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Hiring a new employee is more than just adding a body to the workforce;
it’s the beginning of a brand-new connection between the company and
worker. Relationships between employers and employees are inevitable
due to the close confines in which they spend much of their time.
Maintaining these connections is critical to a company’s success since it
can enhance employee satisfaction and output. Those who are employed
by a company do their services directly for that company rather than as
independent contractors. The federal government considers everyone whose
job is directed or controlled by the company on a regular basis to be an
employee, especially if the manner in which the work is performed is
specified and routine. Workers typically report to an office or work from
home between the hours of 9 a.m. to 5 p.m. or 10 a.m. to 6 p.m., or in
shifts like the night shift and the day. Dependence on one another should
characterise the relationship between an employer and an employee. It is
the responsibility of the worker to carry out their duties and ensure that
the company continues to function normally as a result of their efforts.
On the other hand, the employee is dependent on the employer to pay
them and provide them with the means to financially support not only
employees but their family too.
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3.8 References
Gupta, Shashi K. and Joshi, Rosy (2002). Human Resource Management
with case study. Kalyani Publishers. pp. 36.1-36.20.
Kaur, Daljeet and Chauhan, Nancy (2018). Human Resource Management.
Kalyani Publishers. pp.12.1-12.24.
Memoria, C.B. Personnel Management. 753-767.
Prasad, L.M. (2017). Human Resource Management. Sultan Chand
& Sons. pp. 883-508.
Rao, V.S.P. (2005). Human Resource Management-Text and Cases.
Excel Books. pp. 583-589.
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L E S S O N
4
Industrial Disputes and
Stress-Free Environment
Dr. Virender Kaushal
STRUCTURE
4.1 Learning Objectives
4.2 Introduction: Industrial Disputes
4.3 Stress Free Environment: An Overview
4.4 Rejuvenation Breaks
4.5 Leisure Activities
4.6 Summary
4.7 Answers to In-Text Questions
4.8 Self-Assessment Questions
4.9 References
4.10 Suggested Readings
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The Industrial Disputes Act of 1947 includes many methods for resolving
conflicts after they have occurred, i.e., when they could not have been
avoided voluntarily. Under the Act, a system for resolving disputes has
been developed. The dispute resolution apparatus consists of the following
aspects:
Formation of Works Committees: Every industrial facility with 100
or more employees is required to create a works committee. The
primary purpose of the works committee is to eliminate sources
of contention between the two parties about the industrial life of
employees. In 1960 a tripartite committee of the Indian Labour
Conference compiled two lists of functions, one for works and the
other for works not to be dealt with by works committees.
Grievance Handling Authority: The Industrial Disputes (Amendment)
Act of 1982 authorised the establishment of a Grievance Resolution
Authority and the referral of specific cases to such agencies. When
such a disagreement develops, the affected worker or the union to
which he belongs may submit it to the Authority for resolution.
Such references must not be submitted to the Board or Tribunal.
Conciliation Officer: The Central or State Government appoints
conciliation officers for certain regions or businesses within a state.
Their primary responsibility is to bring the two parties together
and assist them in resolving their issues. From the date of dispute
registration, he is required to provide a ruling within 14 days. If
the conflict is resolved via his mediation and an accord is achieved,
he should send a report to the relevant government along with a
signed agreement of settlement.
Court of Inquiry: When conciliation officer and board of conciliation
efforts fail to settle an industrial dispute, the subject is submitted
to a court of inquiry. The court will examine the whole issue and
deliver a report to the government. The statute provides a three-tiered
mechanism for forced adjudication in the event that a settlement
cannot be reached.
Conciliation Committee: The government appoints an ad hoc board
of conciliation consisting of a Chairman and two to four persons
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Notes representing the employer and the employees. Within two months
after the dispute’s referral date, the board reports to the government
on the success or failure of its efforts, initiatives taken, and reasons
for its inability to reach a solution.
Labour Courts: State governments have established courts to
investigate disputed orders of employers, including dismissals,
discharges, and suspensions of employees by management. These
courts will render decisions and provide the government with a
report. They will decide the legality or otherwise of any order
passed by an employer under the standing orders.
Industrial Tribunals: The State Government is authorised to appoint
as many industrial tribunals as it deems necessary for the adjudication
of disputes concerning wages, hours of work and rest. The panel
will be comprised of a judge of the highest court. The decisions
of these courts are binding on both parties. State Government:
Bonus, profit sharing, provident fund, discipline, retrenchments,
establishment closure, etc.
National Tribunal: The tribunal decides on problems submitted
by the Central Government. If an issue is referred to the National
Tribunal by the Central Government, labour courts and industrial
courts are prohibited from hearing such disputes. It decides on
problems submitted by the Central Government.
Restrictions on Strikes and Lockouts: The Act prohibits strikes and
lockouts in public utilities during the pendency of a dispute-related
process and during the duration of a settlement or award.
Restrictions on Layoffs and Reductions in Force: Industrial Disputes
(Amendment) Act of 1984 stipulates that no industrial business
with 300 or more employees may lay off or retrench a worker
without the government’s authorization. The Act also specifies the
terms of layoff and retrenchment, the right of laid-off workers to
compensation and the method for shutting down an enterprise.
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ACTIVITY Notes
IN-TEXT QUESTIONS
1. What are the essential characteristics of Industrial disputes?
(a) Association and Participation
(b) Structures and Clarity
(c) Factual and Source
(d) All of the above
2. Which of the following are the different types of industrial
disputes?
(a) Economic Disputes
(b) Unfair Labour Practices
(c) Grievances and Rights Conflicts
(d) All of the above
3. The economic causes of industrial disputes are:
(a) Poor pay
(b) Dearness Allowance and Bonus
(c) Earning from Industry
(d) All of the above
4. Which of the following methods have been used for resolving
the disputes in an industrial established?
(a) Formation of works committee & Grievance handling
authority
(b) Conciliation officer & Court of Inquiry
(c) Conciliation committee and labour court
(d) All of the above
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Role Conflict: Define the role of employee with clarity in order to Notes
avoid role ambiguity.
Communication: Never doubt your ability to delegate, advice, or
coach.
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Notes the majority of the staff felt reenergized and prepared to go back to
work. An employee that puts in a lot of effort deserves the opportunity
to take a break, receive some sustenance, and then come back to work
feeling more energised. It is even possible that it will lessen the amount
of weariness that workers experience and the number of accidents that
occur on the job.
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great way to relax and get lost in another world, and it can might Notes
teach an individual something new also. If a person want to meet
new individuals who have common interests, consider joining a
book club.
Pranayama and meditation: Maintaining emotional and psychological
balance is part of a healthy frame of mind. Your health and wellbeing
may improve dramatically if you take a minute to quiet your rushing
thoughts and pay attention to your breathing. It may assist you in
unwinding, appreciating the present moment, and setting constructive
goals for the day.
Plan a Trip: Enjoying time with friends might improve your outlook
on life in general. Reduce stress by checking off that irritating item
on the list of places to visit.
Join fitness class: Exercise is fantastic therapy for the body and
spirit, whether it’s a spin class at a studio you’ve been itching to
try, barre work, or a trying a jogging group with a buddy. You
could even shed a few centimetres or kilos.
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“Leisure has many diverse meanings; some include time, others involve
an activity being performed, and some involve a state of mind.” By
participating in various events planned by the business, workers may
engage in a variety of leisure activities that can help them relax.
Companies should get their staff involved in activities that encourage
social interaction, creativity, physical activity, and intellectual stimulation.
Maintaining a healthy work-life balance in the contemporary world is
getting more difficult. The pressure to meet goals at work and the need
to spend quality time with family is taking a toll on professionals in the
modern workplace. Employment is no longer limited to a 9-to-5 schedule.
A worker is no longer confined to his workstation with the development
of technology, particularly mobile devices. But, with authority comes
responsibility. Currently, the employee is expected to be accessible 24/7
through all electronic methods.
The need for leisure activities for an employees are given as follows:
Stress and productivity go in the opposite direction: Stress can
lead to a lack of balance between work and life, so companies are
looking for ways to give their employees more energy and a positive
attitude.
Combining work and play: The companies do many things to make
their employees feel comfortable, such as letting pets in the office,
having poker nights, and going on adventure trips. These activities
are important for the growth of the company and its employees, as
well as for improving communication and breaking down barriers
between employers and employees. Recreational activities are a great
way to break this pattern, as they give employees a chance to talk
to senior leaders about their problems and break up monotony. This
keeps people on the job happy and spreads a good mood among
them, which leads to more work being done.
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CASE STUDY
Toyota Unrest
Introduction
Toyota Kirloskar Motor Private Limited (TKM), an Indian subsidiary
of Toyota Motor Corporation (Toyota) 4, announced a lockout at its
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per cent in 1999. personnel issues have been tensed since the company Notes
began producing goods in 2000. In April 2001, TKM had its first
strike, which lasted for around two days, and in 2002 it was necessary
to implement a two-shift schedule for the employees. In 2006, three
of the fifteen employees who had been placed on administrative leave
were fired after a year-long investigation revealed they were guilty
of misconduct, including violent behaviour, disruption of work, and
assault on a supervisor. The management of TKM, TKMEU, and
CITU met with V N Hittanagi from Karnataka to discuss the labour
problem. The management decided to end the lockout on January 21,
2006, and announced that it would be removed. The dispute is still
ongoing. TKM, TKMEU, and CITU were all involved in a dispute
with the management of TKM in Karnataka in February 2006. The
management decided to remove the lockout in response to the request
of numerous workers who had indicated readiness to resume work. To
meet with V N Hittanagi, the Deputy Labour Commissioner (DLC) for
the state of Karnataka, they discussed the labour problem with him
and the management said they would not change their minds about
the decision to not reinstate the individuals who had been fired. The
employees were requested to submit their case before the office of
the DLC and overtime pay in the amount of four hours was requested
to the employees on this shift between the hours of 4 and 8 p.m.
Outcome
TKM was able to foresee no significant difficulties from the strike
by its employees or the lockout at its factory, as the company had
made enough preparations to fulfil the demand for their automobiles
on the market.
4.6 Summary
Workplace disputes are a common occurrence and can have a negative
impact on both economic expansion and prosperity. These disputes can be
caused by either the pay or working conditions of the job, or by specific
organizational concerns or socioeconomic issues. Stress in the workplace
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Notes can lead to difficulties in health and social life, and can also lead to
employees calling out sick and producing subpar work. Factors such as
working long hours, having an excessive amount of work, having deadlines,
not receiving enough breaks, being in an uncomfortable atmosphere, and
the potential for conflict at work can also contribute to stress. HRM is a
goal to ensure that both individuals and organizations attain a high level
of performance. During the rejuvenation break, employees are encouraged
to put their troubles to the side and either sits quietly by themselves or
with friendly colleagues. It is important to take breaks, get nutrition,
and return to work feeling more energized in order to reduce exhaustion
and accidents. Recreation activities can also be beneficial in enhancing
employee productivity and helping to keep up with life despite the
instability and difficulty of the environment. However, those who put
in longer hours at work and pay less attention to their health are at a
greater risk of developing mental diseases such as sadness and anxiety.
The participation of both parties in recreational activities at work will
be to their mutual benefit.
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2. What do you mean by industrial disputes? Discuss its features and Notes
effects.
3. Describe the methods used to settle the disputes in an industrial
establishment.
4. What do you understand by stress free environment? Discuss its
importance and benefits.
5. What are the sources of stress? Is stress is beneficial for enhancing
the performance of an employee? Discuss
6. Describe the techniques used by the management for managing
employee stress at workplace.
7. What are the benefits of rejuvenation breaks for employees? Do
such breaks help in enhancing the performance and morale of the
employees? Elaborate
8. Leisure activities act as motivators. Do you agree? Give reasons to
support your answer.
4.9 References
Chhabra, T. N. (2010). Human Resource Management-Concepts and
Issues. Dhanpat Rai & Sons: 566-577 and 637-650.
Ibrahim, Durmus (2021). Human Resource Management and Recreation
Activities in the Leisure Time Activity of the Employees in the
Covid-19 Period. Uluslararasi Palandoken Bilimsel Calismalar
Kongresi. Gumushane University, Social Sciences Vocational School:
261-269.
Syed, F. A. And Siddiki, S. N. (2017). The Impact of Leisure activities
on Employee Performance in the Pharmaceutical Sector, Karachi.
Project Report. Saheed Zulfikar Ali Bhutto Institute of Science and
Technology, Karachi: 1-27.
The Toyota Unrest available at https://www.studocu.com/in/document/
indian-institute-of-technology-kharagpur/industrial-training/toyota-
unrest-case/36261167 retrieved on dated 19-Feburary-2023 at 4:30
PM.
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L E S S O N
5
Human Resource Audit
and Talent Management
Dr. Virender Kaushal
STRUCTURE
5.1 Learning Objectives
5.2 Human Resource Audit: Introduction
5.3 Talent Management
5.4 Summary
5.5 Answers to In-Text Questions
5.6 Self-Assessment Questions
5.7 References
5.8 Suggested Readings
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Notes to plan and measure financial data, enhance processes, and serve as a
tool for organisational development. Auditing of human resources is an
essential component of HR management that is used to evaluate different
aspects of personnel operations. It evaluates the effectiveness of the
policies and procedures pertaining to human resources and gives feedback
on the degree to which operating managers are meeting their obligations.
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Errors made by human resources while carrying out their duties are Notes
quickly identified via audits and appropriate remedial actions are
implemented.
The HR processes are examined to determine if they are being
executed in accordance with the company’s established rules and
norms.
It’s an indicator for the HR division’s flaws and triumphs. The HR
department is audited to determine if it is fulfilling the organization’s
rules and regulations in terms of things like hiring, education,
posting, advancement, working atmosphere, handling complaints
and so forth.
Human resources audits evaluate the various business processes within
an organisation to identify wasteful or unnecessary spending. Human
resource management encompasses a broad range of activities, such
as recruiting new workers, selecting and training them, keeping hold
of promising ones, dividing up the workforce and so on.
The regular evaluation of employee behaviour and activities via
HR audits helps keep workers disciplined and aware of their own
personal accountability for the sake of the business.
In addition, it reveals the HR division’s trouble spots. Thus, actions
are done to boost the efficiency of the HR department. That’s why
it’s important to keep an eye on their performance and praise them
suitably if they start showing signs of development.
By doing so, HR management is transformed from a theoretical to
a measurable field.
Human resources audits should also help businesses be ready to
defend themselves in court if any of their troublesome workers
decide to sue the company.
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Notes once a year or once every three years. Yet, due to the changing
times, audits should take place on a specified time-period and on a
frequent basis so that a continual check can be maintained on the
workers’ performance.
(b) Manner: Assessment in this sort of auditing may be performed by
any of the following:
Internal Control: Internal management conducts this sort of
audit inside the organisation in order to analyse and supervise
the HR department’s operations.
External Review: The external audit may take place inside or
outside of the organization’s facilities. It is carried out by
external specialists who have been contracted specifically for
this reason. Unlike internal audit, the conclusion of external
audit review is always neutral.
(c) Function: Audits may be classified according to their function as
follows:
Compliance Check: A compliance audit determines whether or
not all departments are adhering to the organization’s rules
and regulations.
Organizational Best Practices Audit: The duties performed
by the HR department are compared to the ‘best practises’ of
the other organisation in this audit. Efforts should be taken
to ensure that their procedures are the “best practises among
all other comparable organisations”.
Strategy Review: Strategic auditing assesses the significance of
HR practises to the achievement of the organization’s strategic
objectives. It also monitors employee improved results by
offering them with safe working conditions.
Job-Specific Inspection: This audit focuses on the HR
department’s unique functions. These duties involve hiring,
training, remuneration, and promoting, among others.
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The following are numerous ways that auditors might use to analyse HR
functions:
Comparison Strategy: The development of one organisation is
compared to the success of another organisation in this technique.
The outcomes of both organisations are comparable. In this situation,
the other organisation is regarded as a model organisation, and the
goal is to accomplish the same outcome as the model organisation.
External Authority Strategy: External experts establish the benchmarks
for comparison in this strategy, and the internal auditors of the
organisation utilise these yardsticks to assess their job.
Analytical Technique: In certain circumstances, a statistical or
analytical technique must be used to construct statistical performance
metrics using current information from the organisation. To assess
performance, for example, particular mathematical procedures are
necessary to quantify the rate of absenteeism, the quantity of income
collected and so on. As a result, this statistical method assists
auditors in obtaining the necessary information.
Regulatory Strategy: Past performance and actions of workers are
evaluated in this technique to ensure compliance with organisational
norms and regulations and the absence of any violations of legal
obligations.
Management by Objectives (MBO) Strategy: In this technique, the
auditor requests that department heads and operational managers
identify specific goals for their departments. The extent to which these
goals are met may readily assess the performance of departmental
personnel. This evaluation is then used by the HR audit to verify the
employee’s true performance and compare it to the stated objectives.
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Notes of the HR department, following the law and order, and ensuring
that the HR strategies are in line with the corporate strategies. The
organization’s goal, schedule, and plans made by the HR audit must
be aligned in order to ensure success.
Step 2 - Drafting Rough Plan: An auditor should create a framework
for their audit plan to identify the number of people needed, cost,
and tools needed for the whole audit process. This plan should
include policies, areas need more attention, and best information
can be gathered.
Step 3 - Gathering information: Background data is essential for
an auditor to understand internal and external factors that can affect
the HR auditing process. External factors include the organization’s
goals, policies, and people doing their jobs in different parts of the
organisation.
Step 4 - Selecting Data Collection Method: HR auditors use various
methods to gather information, such as the interview method,
questionnaire method, task force method, and observation method.
The time and cost of the assessment are also set ahead of time to
ensure a efficient and timely process.
Step 5 - Finalizing Audit Plan: The sole responsibility of the assessor
is to have a clear idea of the goals to be reached, the methods
to be used, the areas to be covered, and the amount of time and
money needed for the whole auditing process before finalising the
audit plan. Background information and new information can help
improve an auditing plan.
Step 6 - Getting All Audit Information: The assessor must gather
information from various sources to understand the HR department’s
strengths and weaknesses. This information is then compared to the
final audit plan and the HR auditor should have gathered all the
information needed to do their job.
Step 7 - Putting together an audit report: The HR department
is assessed through an assessment programme which covers tasks
such as hiring, training, promoting, rewarding, keeping employees,
moving them to new jobs, transferring them and retiring. The audit
also looks at the working environment, how employees do their
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jobs, the HR unit’s goals, and the policies and strategies used by Notes
HR audit and HRIS. The auditor then reviews the whole valuation
process and writes a detailed audit report.
Step 8 - Decision Based on Final Audit Report: HR is the last
step in the organisation’s decision-making process, which involves
asking auditors for suggestions to make decisions. The HR auditor
can provide valuable insights into how the HR department sets
goals, strategies, and employees perform their jobs.
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It assists in the formation of effective teams: If you have the right Notes
plan for managing your people, you will be able to put together a
team that is more productive. Having this rather than simply a lot
of creative and brilliant individuals in your business is going to be
of much more help to you.
It results in a lower turnover rate: If a firm makes its workers
feel appreciated and gives them confidence that there are many
prospects for advancement inside the organisation, such workers
are less inclined to look for employment elsewhere.
It results in a powerful brand for the employer: The management
of your company’s talent builds your reputation as an employer.
This makes it easier for you to entice the most qualified applicants
for positions in the future.
It inspires others to continue developing: Having people on your
team that are motivated and challenged by their work can help them
develop personally and professionally.
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both their consumers and their workers. Companies such as TCS and Notes
Infosys have a significant portion of their workers located outside
of India, and employees can be recruited away by competitors.
Age is a demographic variable: It affects workforce growth and
productivity. It is likely that developed countries will look to
emerging nations as the centre of their economic activity, as they
will eventually access the Asian market to sell goods and services
and recruit young workers. Globalisation has already brought about
the transformation of the world into a small town, and in the future,
it will become much more interconnected.
Future Leadership: Business organisations’ internal leadership pipelines
are a major issue, with 56% of executives having severe gaps in
their capacity to fill senior management posts. Boris Groysberg
found that only 22% of organisations had effectively prepared their
organisations for the future, while 19% did not have much trouble
attracting competent potential recruits. Companies must have the
capacity and effort to attract, recruit, develop, engage, and retain
personnel to gain a competitive advantage.
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Notes owning talent and keeping it is the only way for a business to prosper
in a market that is volatile.
Studies based on research have highlighted many important characteristics
that demand the attention of businesses that are attempting to manage
talent effectively. These characteristics are important for acquiring new
talent, managing existing talent’s performance, determining appropriate
remuneration, and keeping existing talent. According to research, talent
management should not be divided down into its component elements but
rather regarded as an integrated whole instead. This necessitates having
a solid ideology as well as culture.
ACTIVITY
Discuss in the class about the need and significance of talent
management. Also analyse the necessity of managing talent in an
organization.
IN-TEXT QUESTIONS
1. HR Audit includes:
(a) Evaluation of HR Policies
(b) Evaluation of the practices and activities carried out by
the employees
(c) Only (b)
(d) Both (a) and (b)
2. HR Audit(s) is/are performed:
(a) Thrice in a year
(b) Twice in a year
(c) Once in a year
(d) On Monthly basis
3. The Audit conducted by internal management to analyse and
supervise the HR department activities is known as:
(a) Internal control
(b) Internal management
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CASE STUDY
Human Resource Audit Million Meal Movement
Introduction
Million Meal Movement is a non-profit group that distributes meals
to low-income families in Indiana. It has grown to 29 million meals
since 2007 and plans for expansion with four permanent workers and
a Board of Directors of seven business experts. The current head of
Human Resources (HR) for the company hopes to expand the company
to 20 full-time workers in the next three to five years. The Executive
Director is concerned about the company’s expansion, as no one has
an experience in human resources and the company may be threatened
by major threats. Human resource analysis/audit performed by BEST
Human Capital & Consulting Group is needed to identify potential
risks and provide a road map for optimal preparation and planning.
Objective
Assisting the company in understanding compliance challenges, risk
reduction, and providing resources and tools to create the groundwork
for compliance and HR function assistance.
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Application Notes
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4. Elaborate the procedure of HR audit and also discuss its significance Notes
for an organisation.
5. What is the need of managing talent in a company? Discuss
6. What are the objectives of talent management? Describe the essential
elements of talent management.
7. Describe the different stages of talent management procedure followed
by a company for retaining the talented workforce with them.
8. Discuss the factors influencing talent management model of an
organisation and what obstacles have been faced by managers while
implementing talent management model in their organisation.
5.7 References
Dessler, Garry and Varkkey, Biju (2016). Human Resource Management.
Pearson. pp.82-108.
Gupta Shashi K. and Joshi Rosy (2012). Human Resource Management
with case study. Kalyani Publishers. pp. 44.1-44.7.
Pande, Sharon and Basak Swapnalekha (2012). Human Resource
Management-Text and Cases. Pearson. pp. 593-631.
Pravin Durai (2010). Human Resource Management. Pearson. pp.
565-577.
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L E S S O N
6
Emerging Horizons
Dr. Virender Kaushal
STRUCTURE
6.1 Learning Objectives
6.2 Emerging Job Opportunities in HRM
6.3 Redundant Manpower
6.4 Employee Burnout
6.5 Work from Home
6.6 Summary
6.7 Answers to In-Text Questions
6.8 Self-Assessment Questions
6.9 References
6.10 Suggested Readings
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Notes benefits portals). Data detectives would acquire and aggregate HR-
relevant insights to assist enhance employee performance and produce
better outcomes for the whole organisation. They were equally at
home being “in the weeds” of huge data as well as recognising and
describing “the big picture.”
Human-Machine Teaming Manager: It is a position that functions
at the nexus of human and mechanical interaction and seeks to
establish seamless partnerships. Instead than focusing on increasing
rivalry, these managers would seek to develop collaboration.
Chatbot Coach: He would collaborate with the DBS Bank hiring
team to train the chatbot to handle the routine tasks of screening
candidates and responding to frequently asked questions from
candidates, freeing up the recruiters’ time to work on more strategic
tasks like talking to hiring managers to better understand why a
candidate needs a new job and the shifting needs of the company
for new hires.
ACTIVITY
Organize a class seminar on the topic, “Importance of HR Audit for
Present Day Organizations”. Also prepare an assignment on the same
topic and provide your viewpoint.
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motivation, productivity, and morale are often affected as well. The Notes
following are some of the circumstances that might lead to an employee
being laid off and classified as redundant:
It has been determined that the employer’s business, or a portion of
the employer’s company, is no longer operational; and/or
There has been a change in the location of the employer’s place
of business; and/or
Because of declining or eliminated demand, the company is no longer
in need of a certain kind of labour to be performed.
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Notes are fired if they have worked for 2 years, and one more week for
each additional year of service, up to a maximum of 12 weeks.
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Notes assist you in demonstrating that has been performed during the procedure
in a fair and equitable way in compliance with applicable law.
ACTIVITY
Discuss with your class teacher about the need and significance of
redundancy. Also list out all the reasons and causes of redundancy?
What are the impacts of redundancy on the employees? Note down
these and prepare a report.
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time to speak to leaders about the costs and hazards of employee Notes
burnout.
Consider cultural issues: Employee burnout will be simpler to
avoid if your business culture is clear and your executives reward
workers, support everyone, and value work/life balance. Create a
wonderful culture that values vacation time, flexible scheduling,
and cooperation (and that can boost your recruiting and retention
efforts too).
Develop a mental health policy: Discuss solutions with your vice
presidents and other executives, such as employee support programmes,
counselling services, or therapy sessions covered by the company’s
insurance coverage.
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Notes Communication Skills: Those who work from home must have
excellent communication skills. Without body language signals, it
may be more challenging to say what you mean. If you’re frustrated
about something, saying so in person is simple, but doing it in an
email (without being disruptive or misinterpreted) might be tricky.
Innovative: While working from home, you have complete control
over your day. Can you figure out where an issue is coming from
without assistance? Can you solve problems and handle emergencies
on your own? You should have these traits if you want to succeed
in a business environment.
Expertise in technology: Home-based workers should be familiar
with the hardware and software the organisation uses for internal
communications. Can you diagnose and fix issues with a computer,
network, or email? Can you communicate and share files using
Skype, and Google Hangouts and other tools.
Self-Evaluation: Feedback from the outside world is a big challenge
in this regard. In order to establish one’s value, one must respond
to the following questions: How well do you know yourself and
your abilities to evaluate them objectively? Until someone tells
you differently, do you consider your work to be of high quality?
Do you strive to improve your work performance in any manner
possible?
Faith and Patience: Work from home employees must have faith
in their skills and expertise. Individuals must also feel safe voicing
their thoughts and offering criticism without preconceived notions
of how others would react. In the comfort of your own home office,
you may find yourself voicing an unconventional and, at times,
disagreeable perspective.
Determination: Having self-discipline and a strong commitment to
the organisation is the single most important trait for successful
remote employment, I’ve found. There are more interruptions and a
greater need for concentration while working from home, so the day
tends to drag on longer than it would in an office setting. Finding
individuals with this trait is crucial for a remote workplace to be
successful.
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Notes 6. The another term used for work from home is:
(a) Telecommuting
(b) E-commuting
(c) Both (a) and (b)
(d) None (a) and (b)
7. Which of the following are the positive effects of work from
home?
(a) Work-life harmony
(b) Encouragement
(c) Adaptability
(d) All of the above
CASE STUDY
Managing Employee Motivation and Employee Burnout
Issue
The operations department of the factory is short a few workers,
despite the fact that it is busier than it has probably ever been. As a
result of the overwhelming amount of work, they run the risk of losing
important personnel who are superstars in terms of their productivity.
Therefore, it is difficult for them to locate trustworthy assistance.
The leadership team is seeking for solutions, anything that can be
implemented quickly to help key employees avoid burnout while
also ramping up recruiting and orientation for long-term solutions.
Problem
How can I maintain critical personnel’s motivation when the
workload is excessive? I want to provide them some comfort
and hope.
The Perspectives
The agencies can be used to reduce the burden of production by providing
incentives and extra vacation time, altering order delivery schedules, and
providing incentives to present employees. Additionally, anyone in the
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6.6 Summary
Human resource management is the process of finding, recruiting, hiring,
paying, training, developing, and retaining personnel. It is a career path
that offers many opportunities for success and complies with employment
standards. When there is no employment, an employee may be asked to
quit or laid off, known as redundancy. Employee burnout is a type of
workplace stress that can lead to mental distance and lower productivity,
which can lead to higher staff turnover and loss, lower engagement scores,
and a bad effect on the workplace culture. Telecommuting, also called
“working from home” or “e-commuting,” is a way for an employee to
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Notes work outside of the office, usually from home or a nearby place. It is
the idea that a worker can set own hours and don’t have to worry about
getting to and from work. It encourages different religions and genders,
and helps the company get things done.
6.9 References
Jeanne C. Meister and Robert H. Brown (2020). 21 HR Jobs of the
Future. https://hbr.org/2020/08/21-hr-jobs-of-the-future.
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Glossary
Auxiliary: An auxiliary is a person who is employed to assist other people in their work.
Critical Incidents: In critical incident method the observer observes critical human
behaviours, skills used, incidents that occur on the job.
Employee: He/she is a person who works for another entity in exchange for monetary
compensation.
Employee Turnover: Employee turnover refers to the total number of workers who leave
a company over a certain time.
Employer: The owner of a business is an employer since they are the one who offers
workers jobs.
Halo or Horn effect: The “halo” or “horn” effect is a type of rater bias that happens
when a supervisor grades a worker highly or poorly in all areas because they judge them
to be particularly skilled in one particular area.
Hispanics: “Hispanic” is generally accepted as a narrower term that includes people only
from Spanish-speaking Latin America, including those countries/territories of the Caribbean
or from Spain itself.
HR Audit: It is an independent analysis of the HR operations and regulations of your
company. The objective is to find where things are going wrong or where improvements
might be made. Either have an external firm do the audit on your behalf, or give your
human resources team the go-ahead to do an internal audit.
Human Resource Planning: Human resource planning is essentially the process of get-
ting the right number of qualified people for the right job at the right time so that an
organization can meet its objectives. It is a system of matching the supply of people with
openings the organization expects over a given time frame.
Industrial Establishment: It refers to any facility involved in manufacturing or processing.
Industry: It is a collection of enterprises or manufacturers that create a certain range of
products or services. Workers in the textile sector create, manufacture, and market clothing.
All of the commercial elements of tourism are included in the tourism industry.
Job: It consists of a collection of comparable, purpose-driven activities.
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Notes Job Analysis: Job analysis is the methodical process of compiling all
relevant data on a particular job, such as skill requirements, roles, du-
ties, and procedures, in order to produce a reliable job description and
specification.
Job Specification: A job specification, also referred to as employee spec-
ifications, is a brief outline of the educational requirements, particular
qualities, level of experience, physical, emotional, technical, and commu-
nication skills necessary to perform a job and roles associated with a job.
Job Stress: It refers to the negative psychological and physiological
reactions that employee may have when their skills, resources, or needs
do not adequately meet the demands of their job. Workplace stress has
been linked to physical illness and even death.
Liaison: A liaison is a person who acts to arrange and assist interaction
between parties. A close synonym is intermediary.
Poaching: Poaching or employee poaching means recruiting the employees
who are currently working in the competing firms.
Redundancy: In the workplace, redundancy occurs when there are too
many workers performing the same tasks. This may occur as a result of
layoffs, retirements, or personnel transfers within a company.
Rejuvenation: It is the acts of making something looks and feels new
again.
Simulation test: A job simulation is a test that mimics actual tasks that
an employee would perform while being on the job.
Stress: It is a condition of concern or mental strain brought on by a
demanding circumstance. One of the human responses to stress is the
desire to take action in the face of adversity. One of the universal truths
of life is that everyone feels stressed sometimes.
Talent Management: Employers use talent management to find and cul-
tivate employees who will be both highly productive and likely to remain
in their positions for the long term. The strategic use of this method may
boost the company’s productivity and keep it in the competitive race.
Talent Retention: Talent Retention is considered as the practices imple-
mented to keep talented and skilled employees within the organization.
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GLOSSARY
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