UNIT-2

ACQUISITION OF HUMAN
RESOURCES
Anuj Tuladhar
Department of Automobile Engineering
MANPOWER PLANNING

Introduction :
• Manpower planning is a very important part of the overall planning of a
business organization.
• It is obvious that a business cannot prosper unless the right number of
employees, having required skills, talents and qualifications is available at
right time. Manpower planning is done to fulfil the two main objectives,
namely :

• to utilize the present employees fully,

• to fill up future manpower requirements.
• Manpower planning is a continuous dynamic process and manpower assessment
should be done every year and revised periodically at fixed interval keeping in
view the yearly manufacturing programme. For effective manpower planning it is
necessary to carry out job analysis.

• Definitions :
• Manpower planning may be defined, as the scientific process of allocating the
right quantity of right men to be required in future at right time on the right job.

• According to Vetter, manpower planning is : “The process by which management

determines how the organization should move from its current manpower
position to its desired manpower position. Through manpower planning
management strives to have right number of and the right kind of people at the
right places at the right time, doing things which result in both the organization
and the individual receiving maximum long term benefits.”

• According to E.B. Geisler, “Manpower planning is the process including

forecasting, developing and controlling by which a firm ensures that it has the
right number of people and right kind of people at the right places, at the right
time doing work for which they are economically most useful.”
Advantages of Manpower Planning

• I. Basis for recruitment and selection of employees. Manpower

planning provides a basis for recruiting new employees considering
the future manpower needs. As a result, the production or any other
related work does not stop for lack of employees of desired skills and
abilities.

• 2. To plan the development of the employees. The present

employees can be trained for some higher positions. This gives
encouragement to the existing employees and in turn creates
favourable psychological climate for their motivation.
Advantages of Manpower Planning
• 3. Thorough performance appraisal. Manpower planning enables thorough
performance appraisals, identification of gaps of the existing manpower so
that corrective training could be imparted. Thus the training programme
becomes more effective.

• 4. Reduction in personnel costs. It reduces personnel costs, because of

management's ability to anticipate shortages or surpluses of manpower
and correct these imbalances before they become unmanageable and
expensive.

• 5. Manpower inventory. Personnel or manpower inventory can provide

information to management for the internal succession of managerial
personnel if there is a turn over which is not anticipated.
Advantages of Manpower Planning
• 6. Greater awareness among employees. Greater awareness among employees is the
importance of sound manpower management throughout at all levels of the organisation.

• 7. Better industrial relations. Information on surplus manpower would facilitate the

introduction of an exit plan or scheme for surplus labour. A systematic approach to deal
with surplus manpower would check the problems of industrial relations.

• 8. Improvement in business planning process. It leads to in the improvement of business

planning process.

• 9. Employment opportunities. It provides better employment opportunities and identifies

the specific development or training programme needed today to make specific skills
available tomorrow.
Steps in Manpower Planning

• Manpower planning involves the following steps:

• 1. Understanding the business objectives. Manpower planning should

start with the study of the basic company objectives and strategies
such as growth through diversification/expansion/merger/take-over
etc. This would indicate :
(i) The new activities required to be undertaken.
(ii) The existing activities required to be detected.
(iii) Changes/modifications in the existing activities in view of
technological and other changes,
Steps in Manpower Planning

• 2. Identification of tasks. Once the activities are ascertained the specific tasks
required to be Performed at each organizational level should be identified.
Identification of tasks would indicate the type of knowledge and skills required.

• 3. Manpower forecast. Manpower demand forecasting at micro-level could be

done in either of the two ways, i.e. by ascertaining the total number and kind of
people needed for the entire enterprise for a given period and then estimating
requirements of each unit, division or department, or alternatively, first
determine the manpower requirement of each department and subsequently
make a total projection. While estimating Manpower requirements it is necessary
to consider the vacancies on account of retirements, resignation, deaths,
dismissals etc.
Steps in Manpower Planning
• 4. Job analysis. To decide the quality (kind of personnel needed it is
necessary to carry out detailed analysis of various skills required to do the
jobs and to spell out the duties and responsibilities associated with job i.e.
job description and job specification). This will enable to determine the
education, professional qualifications and the work experience required on
the part of the personnel for specific jobs.

• 5. Reviewing the existing manpower (Manpower Inventory). A catalogue of

present manpower incorporating their educational and professional
qualifications, work experience, personal background, assignment handled,
training received etc. should be maintained by the personal department.
The purpose of such manpower inventory is to know the number and
quality of personnel available from within the organization to fill up
vacancies in various positions. The vacancies which cannot be filled through
internal sources indicate the shortfall.
Steps in Manpower Planning
• 6. Anticipating the availability of manpower from external sources. The
vacancies may be filled partly by promotion from within (internal sources)
and partly by recruiting from outside sources. Assessment of labor market
situation tells us the availability of the required manpower, to be employed
through advertisement, recruitment and selection.

• 7. Manpower management. Planning scientific recruitment, selection,

training, development, utilisation, transfer, promotion, motivation,
compensation etc. to ensure that future manpower needs are met. Thus,
manpower planning covers forecasting future manpower needs and
developing manpower plans for implementation.
Job evaluation
• . DEFINITIONS AND CONCEPT

• Job evaluation is the technique used to correct inequalities in wages and

install a systematic method of pricing of jobs. It is a systematic process of
evaluating different jobs of an organisation.

• Job evaluation can be defined as the process to determine, in a systematic

and analytical manner, the relative worth of each job in the organisation
based on a set of carefully selected factors such as skill needed,
responsibilities involved, efforts required and job conditions etc. for the
purpose of determining wage differentials.
• Jobs are studied or evaluated and numerical value or an approximate
classification is assigned to each job. On the basis of the analysis of the job,
we can have job description and specification. The relative job values are
thus converted into definite wage rates by assigning the money rate of pay
to each job according to a definite system or scale.
• Job evaluation deals with the job only and not with the individuals who
perform these jobs. For evaluating the individuals another method known as
merit rating is used.
• The differences between job evaluation and merit rating are
• Job evaluation evaluates job, merit rating evaluates the performance of a
person doing the job.
• Job evaluation determines suitable wage structure for the job while, merit
rating decides the reward an employee should get in addition to his wages
depending upon his merit.

• Job. A job may be defined as a regular assignment to individual employee

involving a set of duties, responsibilities and conditions entirely different
from those of other assignments.
• Job analysis. Job analysis is a detailed and systematic study of job to
determine the tasks, skills, knowledge, abilities and responsibilities
required for their successful performance.

• Thus, it is the procedure to discover the facts about each job requirement
and personal qualities required for satisfactory performance, in such a
manner as to distinguish it from all others.

• In this procedure the job analyst (or a supervisor properly trained in the
technique) :

• collects information,
• prepares job description,
• works up job specifications.
• The analyst obtains the relevant information about the jobs in a company
by
• (i) observing the performance of jobs
• (ii) by interview of personnel who can provide reliable information
• (iii) by circulating questionnaires
• and then investigating to check the accuracy of the collected data.

• The data is usually recorded on pre-printed forms which are tailored made
to suit the requirements of a particular company.

• The data may be classified as :

• 1. Job identification.
• 2. Nature of the job: (i) Major duties (ii) Other duties.
• 3. Operations to be performed.
• 4. Materials and equipments to be used for performing the job.
• 5. Skill involved to determine degree of difficulty :
(i) Education
(ii) Training
(iii) Responsibility
(iv) Job knowledge
• (v)Mental capabilities
• (vi) Desired accuracy.
• 6. Physical demands to determine physical effort required :
• (i) Physical activities
• (ii) Surroundings (working conditions)
• (iii) Hazards.
• 7. Relations with other jobs.
•Some of the above data relate to the job, and the others
to the individuals performing the job. On the basis of
these, the job analysis can be divided into two main
groups namely :
•1. Job description
•2. Job specification.
• Job description. Job description is an abstract of information received from the
job analysis report. It is an organized statement of the duties, responsibilities,
working conditions, and other essential facts about a job.

• Job description comprises of three parts : Job identification, job summary and
work performed. Job identification contains the job title, department, section, the
date on which data is collected, job code number, name of the supervisor and
similar other details which help identifying the job. ’

• Job summary gives a brief information about the duties performed and how the
job differs from other jobs. Job summary is usually helpful in defining the job for
quick reference.

• Work performed gives the details of the tasks performed (regular as well as
occasional tasks), equipment and machines used, working conditions and hazards
involved in the job.
• Job specification. Job specification is an outcome of job analysis and
description. The job specification is a statement of qualities or abilities that
an employee must possess to perform the job in a satisfactory manner. .

• Therefore, job specification can be defined as “the statement which

specifies the type of employees required. It helps in the selection of
employees.

• (Job specification can be compared with the specification of material. As

the material specification helps in purchasing and procurement of right
type of material similarly, job specification helps in the selection of
employees.)

• Job specification and job description are the end products of the job
analysis and they serve the basis for the job evaluation.
OBJECTIVES OF JOB EVALUATION
• Its main objective is to formulate an appropriate and uniform wage structure.

• Eliminates wage inequalities (reduce wage imbalance).

• Determines relative value of different jobs in an organization and thereby establishes wage differentials
between them.

• Clarifies the responsibility and authority associated with the jobs.

• Provides a basis for recruitment, selection, promotion and transfer of employees.

• Identify need for training of the employees so as to prepare them for future jobs.

• Eliminates cause of employees dissatisfaction and reduces conflicts in industrial relations (i.e. improve
employer-employee relations).
Recruiting Sources
• Once the manpower requirements are estimated, the next step is to attract
interested, competent applicants and then choosing the best of these for
the available jobs.
• According to Edwin B. Flippo : “Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the
organisation.”
• According to Dales S. Beach, “Recruitment is the development and
maintenance of adequate ‘manpower resources. It involves the creation of
a pool of available labour upon whom the organization can depend when it
needs additional employees.”
• Recruitment enables the management to select suitable employees for
different jobs.
SOURCES OF RECRUITMENT
• The sources of manpower supply for different categories of workers (unskilled, semi-skilled and
highly skilled) can be broadly classified as :
• Internal i.e. recruitment from within the industry.
• External i.e. recruitment from outside.

• Internal sources of recruitment. Many a times just the right kind of employees are available in the
organisation itself, either by promotion or from company’s training schemes. Usually
announcements are made within the organisation about a vacancy and applications are invited for
recruitment.

• The employees may be transferred from one job to another. At the time of transfer it should be
ensured that the employee to be transfered to the new job is capable of performing it. In fact
transfer does not involve any drastic change in the responsibilities and status of the employee.

• The employees may be promoted to higher position carrying higher responsibilities, status and pay.
• This method is very much favourable with workers because it provides them chance to develop
financially
• and socially.
Advantages of Recruitment from Internal Sources
:
• 1. This method creates a goodwill of the employees towards the industry. This
helps to built up loyalty among employees to the organisation.

• 2. The employees promoted are fully aware of existing environments and can
rapidly adjust themselves in their new positions as compared to those employed
from outside. This reduces the period of induction training.

• 3. This method is less time-consuming.

• 4. Reliable information on the candidate's past work experience and background.

• 5. Reduces labor turnover and creates a sense of security amongst the workers.
Disadvantages of Recruitment from Internal
Sources :
• (i) Pre-conceived ideas and prejudices may hinder the performance
on the job.
• (it) Some of the employees who are not promoted are likely to be
unhappy and employees at large may consider recruitment decision
as unfair.
• (ii) Inflow of new blood for new ideas may not be possible.
• (iv) There is a limited choice for promotion to higher posts.
• (v) It may not be possible to find required talent, skill from within the
organisation.
External Sources of Recruitment :

• Former employees,
• Recommendations,
• Employment exchange,
• Advertisement,
• Applications at the gate,
• Educational and academic institutions,
• Labor unions.
Advantages:
• Fresh Perspectives and Ideas:
• External candidates bring new perspectives, ideas, and experiences to the organization,
contributing to innovation and creativity.
• Diverse Skill Sets:
• External hires may possess a different set of skills and qualifications that complement and
enhance the existing skills within the organization.
• Reduced Internal Politics:
• External recruitment can minimize internal politics and conflicts that may arise when
promoting from within. It helps avoid favoritism and ensures a fair selection process.
• Wider Talent Pool:
• External recruitment allows organizations to tap into a broader talent pool, increasing the
chances of finding individuals with specialized skills and expertise.
• Industry Knowledge:
• Hiring from outside the organization can bring in individuals with industry-specific
knowledge and experience, providing a fresh perspective on industry trends and best
practices.
Disadvantages:
• Cost and Time:
• External recruitment processes can be time-consuming and expensive. Costs may include
advertising, recruitment agencies, and the time spent on interviewing and onboarding.
• Cultural Fit Challenges:
• New hires from outside may take time to adjust to the organizational culture, potentially
leading to a period of adaptation and integration.
• Morale Impact on Internal Candidates:
• Current employees who were not selected for the position may feel demoralized or
overlooked, potentially affecting morale and job satisfaction.
• Risks of Misjudgment:
• There is a risk of misjudging external candidates during the recruitment process, as their
actual performance in the organization may differ from their performance in interviews.
• Training and Learning Curve:
• External hires may require additional training and time to become fully productive, which
can pose challenges in the short term.
Selection of Manpower
Selection of Manpower
• 1. Receipt of Applications. The job has to be carefully studied and analysed to determine
the kind of requirements of knowledge, experience and skill necessary 10 do it effectively.
The applications received gives details of family background, education, age, training
experience, interesL in extra curricular actvities, hobbies, previous employment, salarics
drawn, salary expected etc. The detailed information contained in the application gives a
fair idea about the applicant.

• 2. Scrutiny of Applications (Preliminary screening). In order to ensure that no time,

money and energy is wasted in interviewing unsuitable candidates, the applications
received are scrutinized (inspected)and manageable number of suitable candidates are
called for preliminary interview. The applications received could be classified under the
following categories :
• (i) Must be interviewed
• (ii) Should be interviewed
• (iii) Need not be interviewed.

If there are adequate candidates in ‘must be interviewed’ category then candidates in

the “should be interviewed" are deleted at this stage.
• 3. Preliminary Interview. The purpose of preliminary interview is to eliminate unfit, unqualified or
• less qualified applicants. It is also a sort of screening test. It provides additional information about the
• candidates to judge their suitability for the job. It should be brief to have an idea of general education,
• experience, appearance, personality, and salary requirements of the candidates.

• 4. Application Bank. The successful candidates in the preliminary interview are given printed
• standardized application form. Application blank is used to obtain information in the applicant's own
• handwriting. These forms can elicit more factual information about the applicant. The application blank
• should incorporate questions having bearing on the fitness of the applicant for the job. Application
• blank gives.a written record of identification (family background, date and place of birth, age, sex,
• citizenship, marital status, height, weight etc.), education, experience, references, salary expected etc.

• 5. Employment Test. Many large firms use employment tests in conjunction with interviews, for
• selecting, placing, and training personnel. Employment test enables to know the level of ability,
• knowledge, the pattern of interest and aptitude of the candidate in details. A properly developed and
• administered employment test programme can provide a more objective way of judging job applicants
• and improving the accuracy of the selection process.
• Some of the commonly used employment tests are as follows :

• (i) Intelligence Tests. These tests measure the individual's capacity or

learning ability to grasp or understand instructions and also ability to
reason and make judgement, IQ tests can help to reduce misfits by
identifying applicants who fall below minimum standards and those who
have considerably more mental ability than is required for the job. These
tests are very useful for certain high level jobs.

• (ii) Trade Tests. Technical jobs require ‘trade tests’. The purpose of a trade
test i to judge the candidate with respect to his proficiency and skillfulness
in a particular trade. For example, for recruitment of a stenographer, a test
can be conducted to check his speed at dictation and typing. A turner may
be asked to produce a job on a lathe with desired accuracy and speed or
asked questions related to construction and operation of a centre lathe.
• (it) Psychological Tests. Psychological tests are designed to measure emotional
stability introversion, extroversion, interest etc. These tests are generally
expensive to design and administer for a specific job.

• (iv) Aptitude Tests. Aptitude tests are used to determine whether an individual
has certain minimum natural abilities or talents that can be developed through
proper training. These tests measure ability to learn specific jobs. Special aptitude
tests measure specific patterns of abilities necessary to perform certain jobs, for
example, mechanical aptitude tests are useful in selecting apprentices for skilled
mechanical trades.

• (v) Interest Tests. Interest tests identify patterns of interest that is areas in which
the individual shows special concern, fascination and involvement, These tests will
indicate what type of jobs may be satisfying to the employees. These tests also
help the individuals in selecting occupation of their interest,

• (vi) Personality Tests. These tests are used to judge personality traits of the
candidate such as emotional balance, attempt to determine the ability of an
individual to meet interpersonal and situational stress.
Selection of manpower
• 6. Employment Interviews. It is the most important and widely used
tool in the selection process. This type of interview must be
conducted in a friendly atmosphere. The questions should pertain to
job specifications.
• A verification of the information furnished by the candidate in
application blank may be made, The candidate should be given a
chance to ask questions to satisfy himself regarding the history of the
concern, future prospects, salary offered and nature of job etc. The
interview should be conducted in a room free from any disturbance,
noise and interruption, so that interview may be held confidentially
and in a quiet environment.
 UNIT 3
DEVELOPMENT OF HUMAN
RESOURCES
Development of Human Resources
• The development of human resources refers to the process of
improving the skills, knowledge, abilities, and performance of
individuals within an organization. This can include formal training
programs, on-the-job learning opportunities, mentorship, coaching,
and other initiatives that aim to enhance the capabilities and
potential of employees or community members. Benefits of human
resource development can include increased productivity, improved
employee satisfaction and engagement, enhanced organizational
performance, and greater innovation and creativity. It can also lead to
better career opportunities for individuals and a more dynamic and
competitive workforce for the organization.
 3.1 Definition of training
• Training is the process of imparting knowledge, skills, and abilities to an
individual or group, typically with the goal of improving their performance in
a specific area. It involves providing instruction, guidance, and practice in
order to help the trainee develop the necessary knowledge and abilities to
perform a task or job effectively. Training can take many different forms, such
as classroom instruction, on-the-job training, e-learning, coaching, and
mentoring. It can also be formal or informal, structured or unstructured, and
can vary in duration and intensity depending on the specific goals and needs
of the trainee. The ultimate goal of training is to enhance the trainee's
performance and productivity, as well as to support their career development
and growth. Effective training programs are designed to meet specific
learning objectives, provide relevant and engaging content, and measure the
success of the training in achieving the desired outcomes. In summary,
training is a deliberate process of imparting knowledge, skills, and abilities to
help individuals or groups improve their performance and achieve their goals
3.2 Organizational plan for annual activities
• An organizational plan for annual activities is a roadmap that outlines
the activities, events, and goals that an organization plans to achieve
in a given year. The plan typically includes a timeline, budget, and
specific action items that need to be completed to achieve the
organization's objectives. Here are some steps to create an
organizational plan for annual activities:
• 1. Define the objectives: The first step is to identify the objectives
or goals that the organization wants to achieve in the upcoming
year. Objectives may include increasing revenue, improving
customer satisfaction, or launching a new product line.
Steps to create an organizational plan for
annual activities:
• 2. Prioritize activities: Once the objectives are defined, prioritize the activities or events
that will help achieve these objectives. Consider the resources available, the timing of
events, and the expected impact on the organization.
• 3. Create a timeline: Create a timeline that outlines when each activity or event will take
place. This will help to ensure that activities are spaced out appropriately and that the
organization has sufficient time to plan and prepare for each event.
• 4. Establish a budget: Determine the budget for each activity or event. This will help to
ensure that the organization has sufficient resources to carry out each activity and will
prevent overspending.
• 5. Identify action items: For each activity or event, identify the specific action items that
need to be completed to achieve the organization's objectives. This may include tasks
such as securing a venue, inviting attendees, and preparing marketing materials.
• 6. Assign responsibilities: Determine who will be responsible for each action item and
ensure that there is clear communication about roles and responsibilities.
• 7. Monitor progress: Throughout the year, monitor progress towards the objectives and
adjust the plan as needed. This may involve changing the timeline, budget, or action items
as circumstances change.
3.3 Determining training needs
• Determining training needs is the process of identifying the knowledge, skills, and abilities that an
individual or a group needs to improve their performance in a particular job or task. This involves a
systematic assessment of the current skills and competencies of the individual or group, and a
comparison with the skills and competencies that are required to meet the goals of the job or task.
Here are the steps involved in determining training needs:
• 1. Identify the goals and objectives of the job or task: It's important to clearly define the goals and
objectives of the job or task in question, so that the required knowledge, skills, and abilities can be
identified.
• 2. Assess the current performance: This involves evaluating the current performance of the
individual or group in the job or task. This can be done through performance evaluations,
observation, or feedback from others.
• 3. Identify the required knowledge, skills, and abilities: Based on the goals and objectives of the
job or task, and the current performance of the individual or group, the required knowledge, skills,
and abilities can be identified. This may involve reviewing job descriptions, industry standards, or
best practices.
• 4. Analyze the gap between the current and required skills: This involves comparing the current
skills and competencies of the individual or group with the skills and competencies that are
required to achieve the goals and objectives of the job or task. This analysis can help identify the
specific areas where training is needed.
• 5. Prioritize training needs: Based on the analysis of the gap between the current and required
skills, the training needs can be prioritized according to their importance and urgency.
Personnel development plan to achieve
goals
• A personnel development plan is a process of identifying the skills and
competencies needed by employees to achieve their personal and
organizational goals. The plan is designed to help employees develop and
improve their skills and knowledge, and to support them in achieving
their career aspirations within the organization. A personnel development
plan is a critical tool for supporting employee growth and development,
and for ensuring that the organization has the skills and competencies
needed to achieve its goals. To create an effective personnel development
plan, there are several steps that can be taken:
• 1. Identify Goals: The first step is to identify the employee's personal and
organizational goals. These may include improving job performance,
developing new skills, or taking on a leadership role within the organization
3.4 Personnel development plan to achieve
goals
• 2. Identify Competencies: Next, identify the competencies and skills that the
employee needs to achieve their goals. This may include technical skills, soft skills
such as communication or problem-solving, and leadership or management skills.
• 3. Assess Current Skills: Once the competencies have been identified, assess the
employee's current skills and knowledge to determine where they need to
improve. This can be done through performance reviews, skill assessments, or
feedback from colleagues.
• 4. Develop a Training Plan: Based on the employee's goals and identified
competencies, develop a training plan that outlines the specific training and
development activities that will be provided to the employee. This may include
workshops, coaching, mentoring, or e-learning.
• 5. Implement and Evaluate the Plan: Once the training plan has been developed,
implement the plan and monitor progress. Evaluate the effectiveness of the plan
regularly, and make any necessary adjustments to ensure that the employee is
making progress towards their goal
• In summary, determining training needs is a specific process within
human resource management that aims to identify gaps in skills and
knowledge. On the other hand, a Personnel Development Plan is a
more comprehensive and personalized approach that encompasses a
range of development activities to support an individual's
professional growth in alignment with organizational goals. While
training needs assessment is a component of the PDP process, the
PDP considers a broader scope of developmental initiatives beyond
just training
3.6 Employee training methods
• There are several employee training methods that organizations can use to
develop their employees and enhance their skills and competencies. The most
commonly used training methods include:
• There are several employee training methods that organizations can use to
develop their employees and enhance their skills and competencies. The most
commonly used training methods include:
• 1. On-the-Job Training: This is a method of training where employees learn job
skills and knowledge by working alongside more experienced colleagues. This
method can be done in a structured or unstructured manner, and can be highly
effective in developing practical skills and knowledge.
• 2. Classroom Training: This is a traditional training method where employees
attend lectures or presentations led by a trainer or instructor. Classroom training
can be conducted in-person or virtually, and can be used to teach both theoretical
and practical skills.
• 3. E-Learning: This is a training method that uses online learning platforms and
tools to deliver training content to employees. E-learning can be highly flexible
and convenient, and can be used to deliver a wide range of training materials,
including videos, interactive modules, and quizzes.
Employee training methods
• 4. Simulations: This is a training method that uses computer programs,
virtual reality, or other simulation tools to create realistic scenarios and
situations for employees to practice their skills and knowledge. Simulations
can be highly engaging and effective, and can be used to train employees in
a wide range of skills and competencies.
• 5.Coaching and Mentoring: This is a training method where employees
receive guidance and feedback from more experienced colleagues or
supervisors. Coaching and mentoring can be highly personalized and
effective, and can be used to develop specific skills and knowledge.
• 6. Job Shadowing: This is a training method where employees follow and
observe more experienced colleagues as they perform their job tasks. This
method can be highly effective in developing practical skills and knowledge,
and can be combined with other training methods to create a
comprehensive training program. By using a combination of these training
methods, organizations can create a comprehensive and effective training
program that meets the specific needs of their employees and their
organization
Foreman or supervisory training
• Foreman is an individual who is responsible for overseeing a group
of workers or employees in a particular area of work. The foreman is
typically responsible for supervising the work activities of the
employees, ensuring that they are working efficiently and effectively,
and meeting the goals and objectives of the organization.

• A supervisor, on the other hand, is responsible for overseeing a

larger team or department within an organization. They are typically
responsible for managing multiple teams of workers, and ensuring
that the teams are working effectively and efficiently towards the
organization's goals. Supervisors may also be involved in strategic
planning and decision-making for their department or area of
responsibility
• Foremen are commonly found in industries such as construction,
manufacturing, and agriculture, where they are responsible for
managing workers on the shop floor or in the field. The foreman's
responsibilities may include assigning tasks to workers, monitoring
progress, and ensuring that quality standards are met.

• In addition to their supervisory duties, foremen may also be

responsible for other aspects of the work, such as scheduling,
inventory management, and quality control. They may also serve as a
liaison between workers and upper management, providing feedback
on work activities and making recommendations for improvements.
Foreman or supervisory training
• Foreman or supervisory training is a type of employee training that
focuses on developing the knowledge, skills, and abilities of
individuals who are in a leadership role in an organization. This
training is designed to help foremen, supervisors, or other front-line
managers to effectively lead and manage their teams, and to ensure
that their teams are working efficiently and effectively to achieve the
organization's goals.
• Some of the key topics that are typically covered in foreman or supervisory
training include:
• 1. Leadership Skills: This includes training on how to communicate
effectively, how to motivate and engage employees, and how to create a
positive work environment.
• 2. Management Skills: This includes training on how to delegate tasks,
manage time effectively, and handle conflict resolution.
• 3. Team Building: This includes training on how to build effective teams,
how to provide feedback and coaching, and how to promote collaboration
and teamwork.
• 4. Technical Skills: This includes training on specific technical skills that are
relevant to the work of the foreman or supervisor, such as safety
procedures, quality control, and project management.
• 5. Communication Skills: This includes training on how to communicate
effectively with employees, customers, and other stakeholders, and how to
listen and respond to feedback. Overall, effective foreman or supervisory
training is an important component of organizational success, as it helps to
ensure that front-line managers have the skills and knowledge they need to
lead and manage their teams effectively.
3.7 Career development
• Career development is the process of identifying and pursuing a career path that aligns with an
individual's skills, interests, and aspirations. It involves the ongoing development and acquisition
of skills, knowledge, and experience that enable an individual to achieve their career goals and
advance in their chosen field.
• Career development typically involves several stages, including self-assessment, goal setting, and
skill development.
• a. Self-assessment involves identifying an individual's strengths, weaknesses, values, and interests,
as well as their long-term career aspirations.
• b. Goal setting involves setting specific career objectives that align with these aspirations, such as
acquiring a particular set of skills, obtaining a promotion, or transitioning to a new role or industry.
• c. Skill development involves acquiring the knowledge and experience needed to achieve these
goals, such as through training, education, or on-the-job learning.
• Career development is important for both individuals and organizations. For individuals, it can
provide a sense of purpose and direction, as well as opportunities for personal growth and
fulfillment. For organizations, it can help attract and retain talented employees, improve job
satisfaction and productivity, and ensure that the organization has the skills and expertise needed
to achieve its goals.
• Effective career development typically involves a partnership between the individual and the
organization. Individuals should take an active role in identifying their career aspirations and
pursuing opportunities for skill development, while organizations should provide support and
resources to facilitate this development, such as training programs, mentorship, and career
planning resources
3.8 Personal opportunities
• Personal opportunities are possibilities for personal growth, development, and fulfillment
that can arise from a variety of sources. These opportunities can be professional,
educational, or personal in nature, and may include opportunities for advancement,
learning new skills, taking on new challenges, or pursuing a passion or interest.
• 1. Professional Development: Opportunities to advance your career, such as taking on a
new role or responsibility, attending conferences, or participating in training or
mentorship programs.
• 2. Education: Opportunities to learn and develop new skills, such as pursuing a degree or
certification, attending workshops or seminars, or taking online courses.
• 3. Entrepreneurship: Opportunities to start a business, launch a new product or service,
or pursue a passion or interest.
• 4. Personal Growth: Opportunities to improve your well-being and quality of life, such as
participating in wellness programs, engaging in personal hobbies or interests, or
volunteering in your community.
• 5. Travel: Opportunities to explore new places, cultures, and experiences, either for
personal enjoyment or as part of your professional or educational development
 UNIT 4
Motivation of Human
Resources
Definition of Motivation
• The employee must also be motivated in addition to having the
required skills. No manager should waste his or her time showing a
disinterested employee how to do something (even if he or she has
the requisite ability).
• Motivation of human resources refers to the process of inspiring and
energizing employees to achieve their best performance and
contribute their maximum potential to the organization. Motivated
employees are more committed, engaged, and productive, leading
to increased job satisfaction, higher retention rates, and better
organizational outcomes.
• From the definitions, it is clear that motivation has two aspects:
• The knowledge of human needs.
• To inspire the employees to their best towards the goals of the
enterprise. The employers use the finding of the study of motivation
in making their employees’ work more and better in the
accomplishment of the organization ‘s objectives through satisfaction
of the employee’ needs.
• There are many different forms of motivation. Each one influences
behavior in its own unique way. No single type of motivation works for
everyone. People’s personalities vary and so accordingly does the type of
motivation, that is most effective at inspiring their conduct.
•
Incentive: A form of motivation that involves rewards, both monetary and
nonmonetary is often called incentive motivation. Many people are driven
by the knowledge that they will be rewarded in some manner for achieving
a certain target or goal. Bonuses and promotions are good examples of the
type of incentives that are used for motivation.
•
Fear: Fear motivation involves consequences. This type of motivation is
often one that is utilized when incentive motivation fails. In a business style
of motivation often referred to as the, “carrot and stick,” incentive is the
carrot and fear is the stick.
• Achievement: Achievement motivation is also commonly referred to as the drive
for competency. We are driven to achieve goals and tackle new challenges. We
desire to improve skills and prove our competency both to others and to
ourselves. Generally, this feeling of accomplishment and achievement is intrinsic
in nature.
•
Growth: The need for self-improvement is truly an internal motivation. A
burning desire to increase our knowledge of ourselves and of the outside world
can be a very strong form of motivation. We seek to learn and grow as individuals.
• Power: The motivation of power can either take the form of a desire for
autonomy or other desire to control others around us. We want to have choices
and control over our own lives. We strive for the ability to direct the manner in
which we live now and the way our lives will unfold in the future.
•
Social: Many people are motivated by social factors. This may be a desire to
belong and to be accepted by a specific peer group or a desire to relate to the
people in our sphere or in the larger world. We have an innate need to feel a
connection with others. We also have the need for acceptance and affiliation.
4.2 Theories of motivation
• There are several theories of motivation that have been developed
over the years to explain why individuals are motivated to behave in
certain ways. The theories provide useful guidance for motivating
trainees and employees. Here are a few of the most widely
recognized theories of motivation:
1. Maslow’s Hierarchy of needs
2. Herzberg’s two factor theory
3. Expectancy theory
4. Equity theory
5. Self-determination theory
1. Maslow's Hierarchy of Needs
• : This theory proposes that human needs can be arranged in a
hierarchy, with physiological needs at the bottom and
self-actualization needs at the top. According to this theory, people
are motivated to fulfill their needs starting at the bottom and working
their way up the hierarchy.
• Maslow advanced three important propositions about human
behavior.
• Men are wanting being: Their needs are unlimited and continuous.
As soon as one need is satisfied, another appears in its place. The
process is unending. It continues from birth to death. It keeps man to
work continuously.
• Fresh needs can motivate persons to work: A satisfied need is not a
motivator of behavior, only the needs which are not satisfied are
capable of motivating individuals.
• Man’s needs have a hierarchy of importance: According to Maslow
man’s needs are arranged in a series of levels. He classified the needs
into five ascending levels, in which each level must be satisfied before
going on to the next. The lower level needs have priority over higher
level needs.
•
2. Herzberg's Two-Factor Theory
• : This theory distinguishes between two types of factors that
influence employee motivation: hygiene factors and motivators.
Hygiene factors, such as salary and working conditions, are necessary
but not sufficient for motivation. Motivators, such as job satisfaction
and growth opportunities, are the key drivers of motivation.
2. Herzberg's Two-Factor Theory
• Hygiene needs: relate to the physical & psychological context of the
work.
• Refers to a good work environment, pay, job security.
• When hygiene needs not met, workers are dissatisfied. Note: when met, they
will NOT lead to higher motivation, just will prevent low motivation.
• Motivator needs: related to nature of the work and how challenging
it is.
• Outcomes are autonomy, responsibility, interesting work.
3. Expectancy Theory
• This theory suggests that motivation is based on an individual's
expectation of achieving a desired outcome. According to this theory,
people will be motivated to put in effort if they believe that their
efforts will lead to a desired outcome and that they have the
necessary skills and resources to achieve that outcome.
4. Equity Theory:
• This theory proposes that individuals are motivated by a sense of
fairness and equity in the workplace. According to this theory, people
compare their inputs (such as effort and skills) and outputs (such as
pay and benefits) to those of others in similar positions, and if they
perceive an inequity, they will be motivated to restore balance.
5. Self-Determination Theory:
• This theory proposes that people are motivated by their innate
psychological needs for autonomy (independence or freedom),
competence, and relatedness. According to this theory, individuals
will be motivated when they feel that they have control over their
environment, are competent at a task, and have meaningful
connections with others.
• Such theories provide guidance on motivating employees, some
examples of which are as follows:
• MAKE THE LEARNING MEANINGFUL: Learners are more motivated
to learn something that has meaning for them.
• MAKE SKILLS TRANSFER OBVIOUS AND EASY: Make it easy to
transfer new skills and behaviors from the training site to the job site.
• REINFORCE THE LEARNING: Make sure the learner gets plenty of
feedback.
• ENSURE TRANSFER OF LEARNING TO THE JOB: During training,
provide trainees with training experiences and conditions
(surroundings, equipment) that resemble the actual work
environment. After training, reinforce what trainees learned, for
instance, reward employees for using new skills
4.3 Job design and motivation
• Job design refers to the process of defining and organizing the tasks, roles,
and responsibilities that make up a particular job. The way a job is
designed can have a significant impact on an employee's motivation and
performance and job satisfaction. By designing jobs that offer variety,
autonomy, feedback, growth opportunities, and clear goals, organizations
can create an environment that encourage employee engagement and high
performance. Here are some ways in which job design can affect
motivation:
• 1. Task Variety: Employees are more likely to be motivated if their job
offers a variety of tasks that allow them to use different skills and abilities.
Jobs that are too monotonous or repetitive can lead to boredom and
reduced motivation.
• 2. Autonomy: Giving employees a degree of autonomy in their job can
increase their motivation and job satisfaction. This can involve allowing
employees to make decisions about how they carry out their work or giving
them control over their work schedule.
• 3. Feedback: Employees need feedback to understand how well they
are performing and how they can improve. Job design can include
regular feedback mechanisms, such as performance reviews or
regular check-ins with a supervisor.
• 4. Opportunities for Growth: Employees are more motivated if they
can see opportunities for growth and development within their job.
This can involve offering training and development opportunities or
the chance to take on new responsibilities.
• 5. Clear Goals: Employees are more likely to be motivated if they
understand what is expected of them and have clear goals to work
towards. Job design can involve setting clear and challenging goals
that align with the organization's overall objectives.
4.4 Performance appraisal
• After employees have been on the job for some time, they should be
appraised their performance. Performance appraisal, also known as
performance evaluation, is the process of assessing an employee's
job performance and providing feedback on their strengths, areas
for improvement, and overall contribution to the organization.
Performance appraisals are typically conducted on an annual or
semi-annual basis and involve a meeting between the employee and
their supervisor or manager.
• Performance appraisals can take various forms, including rating
scales, behavioral checklists, and narrative feedback. They can be
conducted formally or informally, and can involve self-assessment by
the employee as well as input from peers or other stakeholders.
•.
Need/importance of performance appraisal:
● most employers base pay, promotion, and retention decisions in
large part on the employee’s appraisal.
● Appraisals play a central role in the employer’s performance
management process. Performance management means continuously
ensuring that each employee’s performance makes sense in terms of
the company’s overall goals.
● The appraisal lets the manager and subordinate develop plans for
correcting deficiencies, and to reinforce strengths.
● Appraisals provide an opportunity to review the employee’s career
plans in light of his or her strengths and weaknesses.
● Appraisals enable the supervisor to identify if there is a training need,
and the training required.
• Example: One Item from an Appraisal Form Assessing Employee
Performance on Specific Job-Related Skills
4.5 Rewarding productive employee
• Rewarding productive employees is an important part of maintaining a motivated
and engaged workforce. Rewards can take various forms and should be tailored to
the needs and preferences of individual employees. Here are some ways to
reward productive employees:
• 1. Monetary rewards: This can include bonuses, salary increases, or
profit-sharing plans. Monetary rewards can be an effective way to recognize and
incentivize high-performing employees.
• 2. Non-monetary rewards: This can include flexible work arrangements, extra
time off, or opportunities for training and development. Non-monetary rewards
can be just as effective as monetary rewards in recognizing and motivating
productive employees.
• 3. Recognition and praise: Recognizing employees in public for their
achievements can be a powerful way to motivate them and promote a positive
work culture. This can include awards, certificates, or public recognition at team
meetings or company events.
• 4. Opportunities for growth and development: Offering employees the chance to
take on new responsibilities or work on projects that align with their interests and
career goals can be a powerful motivator. This can help them feel valued and
invested in the organization.
• 5. Personalized rewards: Recognizing and rewarding employees based on their
individual preferences and needs can be a powerful way to promote engagement
and motivation. For example, some employees may prefer public recognition,
while others may prefer a private conversation with their manager.
• It is important for organizations to communicate their rewards programs clearly
and consistently, and to ensure that rewards are tied to specific performance
metrics or goals. This can help ensure that rewards are perceived as fair and
equitable, and that they effectively incentivize high performance. Additionally, it
is important to make sure that rewards are distributed fairly and that they do not
create a sense of competition or resentment among employees
 Unit 5
Maintenance of Human
Resources
• Maintenance of human resources involves managing and retaining
employees within an organization to ensure that they remain
motivated, engaged, and productive. It is needed to create a
supportive work environment that promotes satisfaction,
productivity, and retention.
• Once the employees in any organization are appraised and coached,
they expect to be paid for their work. Good employers do not set pay
rates arbitrarily. Each employee’s pay should make sense in terms of
what other employees earn, and this requires a pay plan. This is done
through compensation administration.
5.1 Compensation administration
• Employee compensation includes all forms of pay going to
employees and arising from their employment. It has two main
components, direct financial payments (wages, salaries, incentives,
commissions, and bonuses) and indirect financial payments (financial
benefits like employer-paid insurance and vacations).
• Compensation administration is the process of designing,
implementing, and managing a compensation system for employees
that aligns with the organization's goals and values. Through
compensation administration, appropriate level of compensation is
determined based on their job duties, experience, skills, and
performance. Also, compensation system is made fair and
competitive.
• Compensation administration process involves the following steps:
• 1. Job analysis: The first step in compensation administration is to conduct
a job analysis to determine the relative worth of each job. This involves
evaluating the tasks, responsibilities, and required qualifications for each
position.
• 2. Job evaluation: Once the job analysis is complete, the next step is to
evaluate the relative value of each job. This can be done using various
methods, such as point-factor evaluation, job ranking, or job classification.
• 3. Market analysis: After job evaluation, the next step is to conduct a
market analysis to determine the going rate for each position in the
industry and geographical location.
• 4. Developing a pay structure: Based on the job analysis and market
analysis, a pay structure is developed. This includes setting pay ranges for
each position and determining the pay differential between job levels.
• 5. Individual compensation decisions: After the pay structure is in place,
individual compensation decisions are made. This involves setting the
starting salary for new employees, giving salary increases, and making
adjustments for promotions or changes in job duties.
• 6. Performance management: Performance management is critical to
compensation administration, as it allows employers to assess
employee performance and link it to compensation decisions. This
involves setting performance expectations, conducting performance
evaluations, and making decisions on merit increases or bonuses.

• 7. Review and adjustment: Finally, the compensation program should

be reviewed periodically to ensure that it is meeting its objectives
and staying competitive. Adjustments may be made to the pay
structure or individual compensation, decisions based on changing
market conditions or business needs.
5.2 Benefits and services
• Benefits and services refer to the non-wage compensation provided by
employers to their employees, in addition to their regular salaries or
wages. The purpose of these benefits and services is to attract and retain
employees, improve employee satisfaction, and promote employee
well-being. Different types of benefits and services are as follows:
• 1. Health insurance: This is the most common employee benefit offered by
employers, and it may includes medical, dental, and vision coverage, etc.
• 2. Retirement benefits: Employers may offer various retirement benefits,
such as 401(k) plans (employer-sponsored retirement plan) ,pension plans,
or profit-sharing plans, to help employees save for retirement.
• 3. Paid time off: This includes vacation time, sick leave, and holidays, which
are paid to employees even when they are not working.
• 4. Flexible work arrangements: Employers may offer flexible work
arrangements, such as work from home or flexible schedules, to help
employees balance work and personal responsibilities
• 5. Employee assistance programs: These programs provide
employees with counseling and other services to help them address
personal or work-related issues.
• 6. Wellness programs: These programs promote employee health
and well-being, and may include initiatives such as health screenings,
gym memberships, or smoking cessation programs.
• 7. Education and training: Employers may offer education and
training opportunities to help employees develop new skills and
advance their careers.
5.3 Disciplinary problems facing managers
• Disciplinary problems are a common challenge that managers face in the
workplace. These can include a wide range of behaviors and issues that can
negatively impact employee performance, productivity, and morale. In
managing disciplinary problems, it is important for managers to follow
established procedures and policies, communicate clearly and consistently with
employees. They should also ensure that any disciplinary action taken is fair and
appropriate. Effective management of disciplinary issues can help to maintain a
positive work environment, minimize disruptions to workflow. Some of the most
common disciplinary problems that managers face are given below:
• 1. Attendance and punctuality: Employees who are frequently absent or tardy
can disrupt workflow and create additional work for their colleagues.
• 2. Poor performance: Employees who consistently fail to meet performance
standards or complete tasks on time can impact team morale and productivity.
• 3. Violations of company policies and procedures: Employees who engage in
behavior that violates company policies and procedures can create legal or ethical
issues for the organization.
• 4. Workplace misconduct: This can include harassment, discrimination, or other
inappropriate behavior that creates a hostile work environment.
• 5. Substance abuse: Employees who engage in substance abuse can
create safety hazards and negatively impact productivity and morale.
• 6. Theft and dishonesty: Employees who engage in theft or
dishonesty can create financial and legal liabilities for the
organization.
• 7. Workplace violence: This can include physical or verbal aggression
towards colleagues or customers, and can create safety hazards and
legal issues for the organization
5.4 Occupational Safety and health
• Occupational safety and health is the practice of identifying,
analysing, and controlling the various factors that can affect
employee health and well being while they are at workplace. OSH is
practiced to ensure the physical and mental well being of employees
by preventing work related accidents, injuries, illnesses, and
fatalities.
5.5 Trade unions
• Trade unions are organizations formed by workers in
various industries to represent their collective interests
and promote their rights and welfare. The primary
function of trade unions is to negotiate with
employers for better wages, benefits, working
conditions, and other terms and conditions of
employment on behalf of their members.
• Trade unions have played an important role in
improving working conditions and raising living
standards for workers throughout history. By providing
workers with a collective voice and bargaining power,
trade unions have helped to secure higher wages,
better benefits, and safer working conditions.
However, trade unions have also been subject to
criticism for being too confrontational and disruptive,
and for sometimes prioritizing the interests of their
members over the broader interests of society as a
whole.
• Trade unions typically operate through a system of collective
bargaining, in which the union negotiates with the employer to reach
a mutually acceptable agreement. Collective bargaining may involve
discussions around issues such as wages, benefits, work hours,
workplace safety, and job security.

• In addition to bargaining for better terms and conditions of

employment, trade unions also provide their members with a range
of other services and benefits, such as legal assistance, education
and training programs, and financial assistance during strikes or
other work stoppages.
5.6 Labor relations
• Labor relations refer to the interactions between employers and
employees or their representatives, such as labor unions or worker
associations. The key components of labor relations include collective
bargaining, grievance handling, and dispute resolution.
• Collective bargaining is the process of negotiating the terms and
conditions of employment between employers and employee
representatives, such as unions or worker associations. Grievance
handling involves resolving disputes or complaints that may arise
between employees and employers over issues such as working
conditions, wages, or benefits.
• Dispute resolution involves resolving conflicts that cannot be
resolved through collective bargaining or grievance handling, such as
strikes or lockouts.
• Labor relations are governed by a complex set of laws and regulations, and
both employers and employees have certain rights and responsibilities.
Employers are required to respect the rights of employees to organize,
bargain collectively, and engage in other forms of protected activity, while
employees have a right to safe and healthy working conditions, fair
wages, and other workplace protections.

• Effective labor relations can help to create a positive workplace culture

that promotes productivity, job satisfaction, and employee retention.
Employers who invest in positive labor relations may enjoy benefits such as
reduced employee turnover, improved productivity, and better employee
morale. On the other hand, poor labor relations can lead to conflict, low
morale, and poor productivity.

• The goal of labor relations is to create a mutually beneficial relationship

between employers and employees, with the aim of promoting a
productive and harmonious workplace.
5.7 Collective bargaining
• Collective bargaining is the process of negotiating the terms and
conditions of employment between employers and a group of
employees or their representatives, such as labor unions or worker
associations. Different problems might arise on issues such as
wages, benefits, working conditions, and other terms and
conditions of employment. The objective of collective bargaining is
to reach to a mutually acceptable agreement on such issues.
• Collective bargaining provides employees with a collective voice and
bargaining power. It can be a powerful tool for employees to secure
better wages, benefits, and working conditions. For employers,
collective bargaining can help to promote stability, predictability, and
productivity in the workplace, by establishing clear rules and
expectations for employees. But collective bargaining can also be
challenging if there are disagreements over key issues. In such cases,
if negotiation breaks down, it can lead to interruption in work, such
as due to strikes, lockouts. This will be costly for both employers and
employees. Also, the process can be complex and may involve several
rounds of negotiations over an extended period of time. So, effective
collective bargaining requires good faith negotiation and
compromise from both sides, with the goal of reaching a mutually
acceptable agreement that promotes a productive and harmonious
workplace.
• According to the National Labor Relations Act :
• “For the purpose of [this act,] to bargain collectively is the
performance of the mutual obligation of the employer and the
representative of the employees to meet at reasonable times and
confer in good faith with respect to wages, hours, and terms and
conditions of employment, or the negotiation of an agreement, or
any question arising thereunder, and the execution of a written
contract incorporating any agreement reached if requested by either
party, but such obligation does not compel either party to agree to a
proposal or require the making of a concession.” In plain language,
this means that both management and labor are required by law to
negotiate wages, hours, and terms and conditions of employment “in
good faith.” or Relations Act:
• Good faith bargaining is the cornerstone(foundation) of effective
labor–management relations. It means that both parties
communicate and negotiate, match proposals with counter
proposals, and make a reasonable effort to arrive at an agreement. It
does not mean that one party compels another to agree. Eg.:
Withholding information(hiding info) is not done in good faith. An
employer must supply the union with information, upon request, to
enable it to discuss the collective bargaining issues intelligently.
• During collective bargaining, representatives of the employer and the
employees or their representatives meet to discuss and negotiate
various issues. The bargaining process usually involves a series of
proposals and counter-proposals, as both sides seek to reach an
agreement that is acceptable to both parties. Collective bargaining
typically involves the following steps:
• 1. Preparation: Both the employer and the employee representatives, such as a
labor union or worker association, prepare for the bargaining process. This may
involve gathering information, conducting research, and identifying key issues
to be addressed in the negotiations.
• 2. Initial proposals: Both sides present their initial proposals, outlining their
positions on various issues, such as wages, benefits, and working conditions.
• 3. Negotiation: The parties engage in negotiations, with both sides making
proposals and counter-proposals. This can involve multiple rounds of discussions
and meetings, and may be facilitated by a mediator or arbitrator if necessary.
• 4. Agreement: If the parties are able to reach an agreement, the terms are put in
writing and signed by both sides.
• 5. Ratification: The agreement is presented to the employees or their
representatives for ratification(validation). If a labor union is involved, the
agreement may need to be ratified by its members through a vote.
• 6. Implementation: Once the agreement is ratified, both parties implement the
terms of the agreement, which may involve changes to employment contracts,
policies, or practices.
• 7. Enforcement: The agreement is enforced through mechanisms such as
grievance procedures or arbitration (mediator), which may be used to resolve
disputes that arise under the agreement.
Note: definitions:
• 1. Grievance: a grievance refers to a complaint or dispute that an employee
has with their employer over a workplace issue, such as working
conditions, wages, benefits, discrimination, harassment, or other matters.
A grievance can be initiated by an individual employee, a group of
employees, or their representative, such as a labor union.
• 2. Ratification: Ratification is the process of formally approving or accepting
a contract, agreement, or treaty, often by a vote of the parties involved. In
the context of employment, ratification typically refers to the process by
which employees or their representatives, such as a labor union, approve a
collective bargaining agreement (CBA) negotiated with their employer.
• 3. arbitation: Arbitration is a process used to resolve disputes between
parties, often in the context of a contractual or legal agreement. In
arbitration, the parties involved agree to submit their dispute to a neutral
third party, called an arbitrator, who will make a binding decision on the
matter.
• 4. bargaining: Bargaining is a negotiation process in which two or more
parties attempt to reach a mutually beneficial agreement on terms,
conditions, or other matters of interest