Professional Documents
Culture Documents
PERFORMANCE APPRAISAL
2. GREIVANCE
3. DISCIPLINE
4. RECURITMENT
5. SELECTION
6. CAREER PLANNING AND DEVELOPMENT
7. EMPLOYEE TRAINING
8. COLLECTIVE BARGAINING
9. INDUSTRIAL CONFLICTS
10. PROMOTION, TRANSFER, DEMOTION
11. PARTICIPATIVE MANAGEMENT
PERFORMANCE APPRAISAL
The basic purpose is to find out how well the employee is performing the job and
establish a plan of improvement.
Performance appraisal is not job evaluation. It refers to how well someone is doing
the assigned job. Job evaluation determines how much a job is worth to the
organization and there for, what range of pay should be assigned to the job.
Performance appraisal is a continuous process in every large scale organization.
ESTABLISHING PERFORMANCE
STANDARD
CONNUNICATION OF
PERFORMANCE STANDARDS
MEASUREMENT OF ACTUAL
PERFORMANCE
COMPARISON OF ACTUAL
PERFORMANCE WITH THE
STANDARDS
FOLLOW UP ACTIONS
Traditional methods:
Confidential report method
It is mostly used in government organizations. It is a descriptive report generally
prepared at the end of the year, by the employee’s immediate superior. The report
highlights the strengths, weaknesses, major mistakes, merits, good work done etc. of
the subordinate. The impression of the superior about the superior is merely recorded
here. It does not offer any feedback to appraise. It is a narrative method of
performance appraisal since the report is not made public and hence no freedom is
available, the subjective analysis of the superior is likely to be hotly contested.
Ranking method
This is relatively easy method of performance evaluation. In it, the ranking of an
employee in a work group is against that of another employee. The relative position of
each employee is tested in terms of his or her numerical rank, for example, when there
are five employees (A,B,C,D,E) to be compared, then A’s performance is compared
with that of B’s and decision is arrived at as to whose is the better or worst. Next, B is
also compares with all others. Since A is already compared with B, this time B is to
be compared with only C, D, and E In this evaluation is asked to rate the employees
from highest to lowest on some overall criterion. It is easier to rank the best and the
worst employee, it is very difficult to rank the average employees.
A rating score from the checklist helps the manager in evaluation of the performance
of the employee.
Essay Appraisal
Under this method the rater is asked to express the strong as well as the weak points
of the employee’s behavior. This technique is normally used with a combination of
the graphical rating scale because the rater an elaborately present the scale by
sustaining an explanation for his rating. In it, the rater considers the following factors:
Job knowledge and potential of the employee.
Employees understanding about the company’s programmes, policies, objective, etc.
The employees general planning, organizing and controlling ability.
The employee’s relation with the co-workers and superiors.
The attitude and perceptions of the worker, in general.
Group appraisal
In this method an employee is appraised by a group of appraisers. This group consists
of the immediate supervisor of the employee, other supervisors who have close
contact with employee’s work, manager or head of department or consultant. The
head of department or manager may be the chairman of the group and the supervisor
may act as the coordinate for the group activities. The immediate supervisor enlighten
other members about the job characteristics, demand, standards or performance etc.
then the group appraise the performance of the employee, compares the performance
with the standards, finds out the deviation, discusses the reasons, therefore suggests
ways for improvement of performance, prepares an action plan, studies the need for
change in the job analysis and standards and recommends changes, if necessary. This
method eliminates “personal bias” to a large extent, as performance is evaluated by
multiple rates. However, it is very time consuming process.
B) Modern Methods:
Human resource accounting
HRA is a sophisticated way to measure in financial terms the effectiveness of the
personal manager activities and the use of people in an organization. It is process of
accounting people as an organization resource. It tries to place a value on the
organizational human resources as assets and not as expenses. This method shows the
investment the organization makes in the people and how the value of these people
change over a time. The acquisition of employee is compared with the replacement
cost from time to time. In brief, in this method the employees’ performance is
evaluated in terms of costs and contributions of employees.
Management by objectives
It is the modern method of evaluating the performance of personnel. Managers have
become increasingly aware that the traditional performance evaluation systems are
characterized by facing goals. The concept of MBO is actually the outcome the
pioneering work of Drucker, Mcgreger and Odioine in management science. MBO
can be described as the process whereby the superior and subordinate manager of an
organization jointly identify its common goals, each individual’s areas of operations,
responsibility in terms of results expected of him and use these measures as a guide
for operating the unit and assessing the contributions of each of its members. MBO
thus represents more than an evaluation process.
Subordinates
In developed countries, the concept of change superiors rated by subordinates in being
used in most organizations. Such a method can be useful provided the relationships
between superiors and subordinates art cordial. Subordinate's ratings in such cases can
be quite useful in identifying competent superiors.
Self-Appraisal
If individuals understand the objectives they are expected to achieve and the standards
by which they are to be evaluated, they are to a great extent in the best position to
appraise their own performance. Also, since employee development means self-
development, employees who appraise their own performance may become highly
motivated.
Users of Services/Customers
The customers on users of services can, better judge employee performance in service
organizations relating to behaviors, promptness, speed in doing the job and accuracy.
Example, students better judge a teacher’s performance.
Consultants
Sometimes consultants may be engaged for appraisal when employees or employers
do not trust the supervisory appraisal and management does not trust the self-appraisal
and the appraisal done by subordinates. In such situation, the consultants are trained
and they observe the employee at work for sufficiently long periods for the purpose of
appraisal.
When to appraise?
Informal appraisals are conducted whenever the supervisor or personnel manager feel
it necessary. However, systematic appraisals are conducted on a regular basis; say for
example, every six month or annually.
PURPOSES OF PERFORMANCE APPRAISAL
To create and maintain a satisfactory level of performance.
To contribute to the employee growth and development thought training, self and
management development programmes.
To help the superior to have a proper understanding about their subordinates.
To guide the job changes with help to continuous ranking.
To facilitate fair and equitable compensation based on performance.
To provide information for making decision regarding lay off, retrenchment etc.
1) MEANING/ DEFINITION :
The concept ‘Grievance’ has been defined in several ways by different authorities
some of the definition are follows:
Beach defines a grievance as “any dissatisfaction or feeling of injustice in
connection with one’s employment situation that is brought to the notice of the
management”, where as Flippo indicate the grievance as “a type of discontent which
must always be expressed A grievance is usually more formal in character than a
complaint. It can be valid or ridiculous, and must grow out of something connected
with company operations or policy. It must involve interpretation or application of the
provision of the labour contract.”
Jucius defines a grievance as “any discontent or dissatisfaction, whether exposed
or not, whether valid or not, arising out of anything connected with company which
an employee thinks, believes or even feels to be unfair, unjust or inequitable.”
A grievance is more than likely a violation of an employee's rights on the job, a
right that is usually, but not always defined by the contract. In seeing a grievance in
this way, we can understand better that the best place to look for a way to defend the
member is in the language of the contract. So for all practical purposes, every union
officer must go back to the contract first when a member comes in with a complaint or
a problem. The contract provides us with the strongest ammunition in resolving the
issue for our member. Is the contract the only means to resolve member's grievances?
Of course not. But it is probably the strongest leg you have to stand on. Lastly, there
are many grievances that fall into a large category which we say are discipline-related.
The union can challenge certain rules or their application. We may argue that a
member is being disciplined without "just cause" or he or she is suffering from
disparate treatment. The two expressions are simply an arbitrator's or lawyer's way of
saying the member is being disciplined unfairly.
So the best advice that can be offered in handling a member's problem is to
check the contract first. If there is any reasonable way of dealing with the issue as a
contract violation, you ought to use it. You and your local union are only limited by
the contract, the skills of the grievance representatives, and the power of the local
union.
Grievance procedure is necessary for any organization due to the following reason:
Most grievances seriously disturb the employees. This may affect their moral,
productivity and their willingness to cooperate with the organization. If an explosive
situation develops, this can be promptly attended to if grievance handling procedure is
already in existence.
It is not possible that all the complaints of the employees would be settled by first-
time supervisors, for these supervisor may not have had a proper training for the
purpose, and they may lack authority. Moreover, there may be personality conflicts
and other cause as well.
It serves as a check on the arbitrary action of the management because supervisors
know that employees are likely to see to it that their protest dose reach the higher
management.
It serves as an outlet for employees gripes, discontent and frustrations. It acts like a
pressure value on a steam boiler. The employees are entitled to legislative, executive
and judicial protection and they get this protection from the grievance redressal
procedure, which also acts as a means of upward communication.
endorses the ACAS Code of Practice1 for handling disciplinary and grievance issues
summarizes the statutory procedures which came into force in October 2004
includes the CIPD viewpoint.
Summary
A summary of issues which can be addressed through the Basic Grievance
Procedure include, but are not limited to, the following: All allegations of
discrimination; allegations of non-compliance with the Personnel Rules; improvement
of systems, practices or procedures; safety; health; working conditions; materials or
equipment; supervisory practices or procedures considered improper or unfair;
disciplinary actions such as suspensions of 40 hours or less, reprimands or memos of
concern; or any other matters subject to the authority of the ADOA Director and for
which no other method of redress is provided or prohibited in the Personnel Rules.
Restrictions
Non-Applicable Matters
A summary of issues which cannot be addressed through either the Basic or the
EPAS Grievance Procedure, include, but are not limited to, the following: Retirement
issues; life insurance or health insurance issues; suspension for more than 40 working
hours, demotion, or dismissal resulting from disciplinary action; any examination,
certification or appointment; any classification action; and any reduction in force
action and matters not subject to the Department of Administration control. Other
avenues exist to seek redress or remedy involving these actions.
Amendments
Once a grievance is referred to any step beyond the immediate supervisor, it may
not be amended. If additional documentation is submitted by the grievant after the
initiation of the grievance, the reviewing official may remand the grievance to the
appropriate previous level for reconsideration. It is the employee's responsibility to
provide documentation to support the allegations raised in the grievance.
Representation
At any step of the grievance procedure after the mandatory pre-grievance oral
discussion (see below), grievant may select one representative to provide advice
and/or speak for the grievant at any meetings determined necessary by management in
the course of the grievance process. An ADOA employee who serves as a
representative is required to request and obtain prior approval for annual or
compensatory leave for any time devoted as a representative during regular working
hours. If a representative is chosen, the representative shall be identified on the
grievance form
Group Grievance
Should a group of employees file a grievance, all employees of the group are
required to sign the grievance and to clearly designate, on the grievance form, one
member who will act as the group's contact person. The contact person will act as a
speaker for the group in any meetings determined necessary by management.
Preparation Time
During the entire formal grievance process (after the oral discussion at Step I),
employees are allowed up to four hours with pay to prepare the grievance and/or
confer with their official representative on the grievance. Employees cannot use state
equipment for this process. Employees must request and obtain prior supervisory
approval for time off, which will be subject to the operational needs of the unit. The
time an employee devotes to attending any meetings scheduled by management to
discuss the grievance is considered work time and is not included in the four-hour
limitation specified above.
Extensions
The ADOA Personnel Rules require that the agency head respond to a grievant not
later than 40 working days after receipt of the grievance at the first step. Within the
40 working days requirement, the time at any step may be extended by the agency
head with concurrence of the grievant. If at any step the response is not made within
the prescribed time and no extension has been agreed upon, the employee may submit
to the next step.
Procedures
When an employee wants to submit a basic grievance, the employee must: Use the
appropriate form; state the problem and outline all of the specific facts, circumstances
and issues involved; provide all the appropriate documentation to support the
allegations; state the specific resolution which is sought; of a Personnel Rule violation
is alleged, the specific rule alleged to have been violated must be stated as well as an
explanation of how the rule was violated; and, the employee must sign the grievance
at each step and state why the response at the previous level was not satisfactory.
The employee must also meet the mandatory oral discussion requirement prior to
submitting the complaint and adhere to the required time limitation for submitting a
grievance.
Step I
The Step I responding authority is the employee's immediate supervisor.
The time limit for submitting the grievance is 10 working days from the date of the
action being grieved. If a suspension is being grieved, the date of the action is
considered to be the first day of the suspension. The date the action occurred is not
counted when determining
Most of the provisions governing discipline and grievances at work are to be found
in the Employment Act 2002 and the detailed regulations made to implement the
provisions of that Act namely the Employment Act 2002 (Dispute Resolution)
Regulations 2004 (SI2004/752).
Numerous other pieces of legislation cross refer to discipline and grievance issues.
Some important examples include the:
Employment Rights Act 1996 as amended
Employment Rights Dispute Resolution Act 1998
Employment Relations Act 1999.
The statutory disciplinary, dismissal and grievance procedures
From 1 October 2004, the Employment Act 2002 made it a legal requirement for all
organizations to follow minimum disciplinary, dismissal and grievance procedures in
certain circumstances. These statutory procedures amount to a minimum standard that
must be followed by all employers and employees.
Three step statutory disciplinary, dismissal and grievance procedures which must
be followed in most cases
failure to follow the statutory procedures by the employer prior to dismissal will
render that dismissal automatically unfair
employers will pay a potential increase in compensation of between 10-50% if the
procedures are not followed by the employer
an employee may be prevented from presenting some types of claim in the
employment tribunal if they have not followed the grievance procedure first
the procedures are non-contractual until further notification by the Department of
Trade and Industry unless an organization chooses to incorporate the statutory
minimum into their own contractual procedures.
There are two sets of procedures: standard, and modified. It is envisaged that the
standard procedure will be used in all but the most exceptional circumstances. These
procedures apply in a wide range of circumstances which are not limited to issues
relating to the capability or conduct of the employee but, for example, to dismissals
which occur on the expiry of a fixed-term contract and in a smaller scale
redundancies.
There are some exemptions to the statutory procedures, for example if one party
reasonably believes there is a significant threat, harassment or it is not practical to go
through the procedures for reasons beyond their control, or if there are issues of
national security.
The ACAS Code of Practice Disciplinary and Grievance Procedures1 provides
detailed guidance for employers. CIPD endorses this Code.
CIPD members can find out more on the legal aspects of this topic from our FAQ on
in the Employment Law at Work area of our website.
Top of Form
It is essential that grievances from employees are treated in the same fair manner.
Failure to address grievances leaves employees with ‘residual anger’ and can lead to
general unrest and disputes in the workplace.
Employees must know to whom they can turn in the event of a grievance and the
support, such as counseling or sources of advice, that is available to them. All line and
senior managers must be familiar with their organization’s grievance procedure.
There are a number of additional factors to bear in mind when dealing with grievances
concerning harassment. For further details see our fact sheet on
Employees should also be aware of the formal route open to them, including:
the three stages of the statutory procedure and any further elements of the
organization’s additional procedures
with whom to raise the complaint and appropriate sources of support
timescales within which the organization will seek to deal with the complaint
details of the stages of the grievance procedure e.g. how a complaint may be raised
with the next level of management if a satisfactory resolution is not reached.
An employee should be given the right to be accompanied to grievance hearings by a
colleague or trade union representative as explained above.
As in disciplinary matters, record keeping is important
4)GRIEVANCE PROCEDURES: THE STANDARD THREE-STEP
PROCEDURE
Your employer’s grievance procedure may have more than three steps, but it must
include the following.
1. Written statement
You must set out your grievance in writing (often called a ‘step one letter’). Your
employer’s grievance procedure should say who to send your letter to. If that’s the
person causing the problem, or if they’ve ignored previous complaints, send it to the
HR department or to the person’s boss.
2. Meeting:
Your grievance should be looked into in a fair and unbiased way. Your employer
should invite you to a meeting (sometimes called a hearing) to discuss the problem,
and you should attend if you can. If there is someone else involved, they might also be
there (but you should tell your employer if you are uncomfortable with this).The
meeting should be at a convenient time for you and anyone else involved. If you think
you’ve not had enough time to prepare, ask for more time. If your employer doesn’t
agree (and they don’t have to), you should go to the hearing, but make sure that your
lack of preparation time is noted. Gather your thoughts before the meeting. Don’t be
afraid to write down what it is you want to say. There is nothing wrong with reading
this out at the meeting. It is up to your employer what format the meeting takes but
they will normally go through the issues that have been raised and give you the
opportunity to comment. The main purpose of the meeting should be to try to
establish the facts and find a way to resolve the problem. The Advisory, Conciliation
and Arbitration Service (Aces) have a code of practice which sets out how your
employer should carry out a grievance procedure. If you ask your employer
beforehand, you have a legal right to take a ‘companion’ (who is a colleague or trade
union representative) to the meeting with you. If no colleague is willing to accompany
you, and you’re not a union member, ask if you can bring a family member or a
Citizen’s Advice Bureau worker (but your employer does not have to agree to this).
The companion can present and/or sum up your case, talk on your behalf and confer
with you during the hearing. They’re protected from unfair dismissal or other
mistreatment for supporting you. The meeting must be at a convenient time for your
companion. You can ask for a postponement of up to five days if necessary to get
your chosen companion there. You should be given notes of the meeting, and copies
of any information given by other people. Unless they need to investigate further,
your employer should tell you reasonably quickly what’s been decided, and about
your right to appeal if you’re not satisfied. You might be told of the outcome verbally
at first but it will usually be confirmed in writing.
3. Appeal meeting:
If you’re not satisfied with the decision, or you think the procedure followed was
seriously flawed, you have the right to an appeal. This is usually heard by a higher
level of management. If that isn’t possible, your employer could ask an Aces
mediator or other independent person to hear it. The appeal hearing is similar to the
original meeting, and you have a right to a companion, as before. Your employer
should give you enough time to appeal. If they don’t, make your appeal anyway, and
say that you’ll provide more information later. If you are considering taking your
issue to an Employment Tribunal you may want to appeal even if it seems pointless,
because a tribunal award could be reduced if you don’t. If you can’t sort out the
dispute, you can get help through mediation, conciliation or arbitration, if your
employer agrees to it.
DISCIPLINE
1)INTRODUCTION:
Discipline is required for both the organization and the individual. In the
organization it is needed to regulate the behavior of people, maintain peace and
channel their efforts towards organizational goal. Sad to sate, most people do not
exercise self discipline and this fact makes external control necessary for brining
order within an organization.
CONCEPT
Discipline is not a glamorous term. It is viewed with fear and suspicion in
organization. The multiple explanation advanced by different expert in the filed have
only added to the prevailing confusion.
NEGAIVE DISCIPLINE
POSITIVE DISCIPLINE
Employees comply with rules not out fear of punishment but out of an inherent
desire to cooperate and achieve goals. Where the organizational climate is market by
two-way communication, clear goals, effective leadership, adequate compensation
employees need not be discipline in the traditional way. Positive discipline, according
to Spriegel enables an employee, “to have a greater freedom in that he enjoys a
greater degree of self-expression in striving to achieve the objective, which he
identifies as his own.”
4)PROGRESSIVE DISCIPLINE:
The Industrial Employment Act was passed in 1946 with a view to improve the
industrial relation climate. The Act requires that all establishment must define the
service rules and prepare standing order. The term Standing order refers to the rules
and regulation which governs the condition of employment of workers. They indicate
duties and responsibility on the part of both the employer and the employees. The
standing order contains rules relating to classification of employees, working hours,
holidays, shift working, attendance, leave, suspension, stoppage of work, redreassal of
these terms and condition may lead to misconduct or indciplpine.
7)DISCIPLINARY ACTION:
Though there is no rigid and specific procedure for taking disciplinary action, the
disciplinary procedure followed in Indian industries usually consist of the following
steps:
a. Issuing the letter of charge: When a employee commits an act of misconduct
that required disciplinary action, the employee concerned should be issue a charge
sheet. Charges of misconduct or indiscipline should be clearly and precisely stated
in the charge sheet.
d. Holding of a full fledge enquiry: These must be in conformity with the principle
of natural justice, that is the employee concerned must be given an opportunity, of
being heard. When the process of enquiry is over an findings of the same are
record, the enquiry officer should suggest the nature of disciplinary action.
There are two main areas where the disciplinary system is used:
capability/performance and conduct.
Capability/performance
It is inevitable that at some stage all employers will encounter difficulties with the
performance of their employees in the workplace (these can stem from difficulties on
the part of the organization such as insufficient training and support, or a lack of
leadership or inappropriate systems of work, as well as the individual who is
struggling to fulfill their responsibilities). It is good practice and also more efficient
that such issues are addressed informally, as and when they arise, by managers via
discussions which clarify 'what good performance looks like', goal setting, support
and timely positive feedback where appropriate. Only when these options have been
exhausted and where there is no alternative should managers should enter a more
formal disciplinary procedure.
Situations where an individual is unable to do their job because of ill-health also fall
into this category. In these instances an employee should be dealt with
sympathetically and offered support. However, unacceptable levels of absence could
still result in the employer making use of warnings.
Conduct
Record-keeping
All records should be kept meticulously, as this will be vital should a case be
perused at an employment tribunal. Since the burden of proof is on the employer to
show that the dismissal is not unfair or unreasonable, keeping records is vital. Type of
records that should be kept by employers is minutes of meetings, attendance, notes of
telephone calls, copies of correspondence etc.
Handing disciplinary interviews
All line managers should be trained and supported so that they are able to carry out
disciplinary meetings with their team. The HR department should be able to assist
them by providing a source of independent advice on preparing for and conducting
the interview, as well as sharing knowledge about similar cases in the organization
and relevant legislation.
Ensure you have investigated all the facts in advance (including consulting the
individual's personal file for relevant information) and plan how you will approach
the meeting.
Make sure the employee knows from the letter inviting them to the meeting why they
have been asked to attend and that they have a right to have a companion present.
Make sure the individual has reasonable notice, ideally more than 48 hours; so that
they have a chance to arrange an appropriate representative if they wish.
Make sure another member of management can be there to take detailed notes and
help.
Never pre-judge the outcome of the interview before hearing the employee's
perspective.
Start the interview by stating the complaint to the employee and giving appropriate
statements from people involved.
Give the employee ample opportunity to put forward their side of the story and call
any supporting witnesses.
You can also call witnesses, but they can only be in the room for the relevant part of
the interview - not the duration.
Make use of adjournments: always take a break to consider and obtain any extra
information you need before reaching your decision. You can also use if things
become heated or people are upset during the interview.
Deliver the decision (and give reasons, taking into account any mitigating
circumstances), confirm review periods and ensure you give details of how to appeal.
Confirm the decision in writing.
It is important that everyone involved in disciplinary action understand the
importance of following the correct procedure, as even if the case against an
employee seems proven, they can still be deemed to have been treated unfairly if the
correct procedures are not followed.
An individual is entitled to be accompanied by a work colleague or trade union
official at formal disciplinary and grievance interviews, and to select a companion of
their choice. It would be good practice for an employer also to offer this at any purely
investigatory meeting.
No action
After the meeting, the employer may decide that no action is necessary. For
example, if an employee was unclear about what was expected from them and they
agree to try to resolve the issue via additional support or counseling.
Warnings
RECURITMENT
DEFINITION OF RECREUITMENT
According to Edwin Flippo, “Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization.
OBJECTIVES OF RECRUITMENT
The objectives of recruitment are as follows:
(i) To attract people with multi-dimensional skills and experiences that suit
the present and future organizational strategies,
(ii) To induct outsider with a new perspective to lead the company,
(iii) To infuse fresh blood at all levels of the organization,
(iv) To develop an organizational culture that attracts competent people to the
company,
(v) To search or head hunt/head pouch people whose skills fit the company’s
values,
(vi) To search for talents globally and not just within the company.
PURPOSE OF RECRUITMENT
Recruitment has three major purposes:
1) to increase the pool of job applicants with minimum cost.
2) To meet the organization’s legal and social obligations regarding the
demographic composition of its workforce.
3) To help increase the success rte of the selection process by reducing the
percentage of applicants who are either poorly qualified or have the wrong
skills.
SOURCES OF RECRUITMENT
The sources of recruitment may be grouped into:
Internal sources
External sources
EXTERNAL SOURCES
As the term implies the external source of recruitment is of potential workers who are
not currently member of the organization. It usually includes new entrants to the
labour force the unemployed and people employed in the other organization seeking
the change. Company managements have to use eternal sources for the recruitment of
supervisory staff and managers as and when necessary. This may be with a view to
introducing the ‘new blood’ in the organization. External recruitment is one way of
bringing into the organization that has new skills or abilities and different way of
approaching job task. Following are the most common external source of managerial
recruitment.
4) Job Fairs: - Job fairs are very effective. A job fair is an event sponsored by a
"job fair" company who charges a fee to participating employers. The "job
fair" company will typically advertise in local media to attract qualified
applicants. Hiring managers can meet multiple candidates and conduct on-the-
spot interviews. Because the applicants may be interviewing with multiple
employers, it is imperative to respond quickly with invitations for in-plant
interviews of qualified candidates. If a job fair results in just one hire it is
usually cost effective.
5) Employment Agencies: - The firm contacts an organization whose main
purpose is locate job seekers. The company provides the agency with
information about the job, which the agency then passes along to its clients.
Clients may be either employed or unemployed. Agencies can either be public
or private. Fees may be charged to either or both the client seeking a job and
the company seeking applicants.
6) Walk-ins, Write-ins and Talk ins:- The most economical approach for
recruitment of candidates is direct applications. The job seekers submit
applications or resumes directly to the employer. The advertisement mentions
date, day and timing during which the applicant can ‘walk in’ for an interview.
Write-ins are those who send written inquiries. These applicants a raked to
complete application forms for further processing. Talk-ins is now becoming
popular and the applicants are required to meet the employer for detailed talks.
The applicant is not required to submit any applications.
ADVANTAGES OF INTERNAL RECRUITMENT
1) Internal recruitment is economical.
2) The present employees already know the company well and are likely to
develop a loyalty for the same.
3) It tends to encourage existing employees to put in greater efforts and to
acquire additional qualification. This means there is motivation to employee
to develop and reach to higher positions.
4) It provides security and continuity of employment.
5) Internal recruitment helps to raise the morale of employees and develop
cordial relations at the managerial levels.
6) It reduces labour turnover as capable employees get promotion within the
organizations.
7) Internal recruitment is a quick and more reliable method.
8) People recruited from within the organization do not need induction or
training.
In brief, internal methods of recruitment should be used to extent possible but too
much dependence on internal methods is undesirable and may prove costly to the
organization in the long run.
SELECTION
SELECTION PROCEDURE
1) Job Analysis: - Job analysis is the basis for selecting the right candidate.
Every organization should finalize the job analysis, job description, job
specification and employee specification before proceeding to the next step of
selection.
5) Written test:- The organization have to conduct written examination for the
qualified candidates after they are screened on the basis of the application
blanks so as to measure the candidate’s ability in arithmetical calculations, to
know the candidate’s attitude towards job, to measure the candidates aptitude,
reasoning, knowledge in various disciplines, general knowledge and English
language. Intelligence test measures the individuals capacity or reasoning,
verbal comprehension, numbers, vocabulary, word fluency etc. aptitude test
measures individuals capacity or talent ability to learn a job if he is given
adequate training.
8) Physical Examination: - The candidates who have crossed the above hurdles
are required to go for the medical examination. This is very important because
of a person of poor health cannot work competently and the investment in him
may go waste. Thus, a thorough medical examination is essential.
PRINCIPLE OF PLACEMENT
Following principles are followed at the time of placement of an employee:
1) The man should be placed on the job according to requirements of the job. The
job should not be adjusted according to the qualifications or requirements of
the man. “Job first, man next” should be the principle of placement.
2) The job should be offered to the man according to his qualifications. Neither
higher, nor lower job should be offered to the new employee.
3) The employee should be made conversant with the conditions prevailing in the
industry and all things relating to the job. He should also be made aware of the
penalties if he commits a wrong.
4) While introducing the job to the new employee, an effort should be mad to
develop a sense of loyalty and cooperation in him so that he may realize his
responsibilities better towards the job and the organization.
CAREER PLANNING AND DEVELOPMENT
INTRODUCTION:-
The term career planning is frequently used in relation young boys and girls
studying at the college level. College students are expected to consider their qualities
(physical and mental), psychological make-up, likes and dislikes, inclinations, etc.
and decide what they want to be in their life. In other words, they should decide what
they want to achieve in their life and adjust their education and other activities
accordingly. This means they have to plan their career. In such career planning,
parents, family members and college teachers offer helping hand and guide young
boys and girls in selecting the most suitable career. Lot of literature, psychological
tests etc. are also available on career planning. Even lectures, workshops and TV
programmes are arranged for guiding students on career selection (particularly after
the declaration of HSC results). Career planning enables them to use their
abilities/qualities fully and make their life happy, prosperous and rich in quality. At
present, even experts are available to help youth in their career planning. IQ and other
tests are also conducted for this purpose.
The term career planning and development is used extensively in relation to
business organizations. It is argued that if the organizations want to get the best out of
their employees, they must plan the career development programmes in their
organization effectively. Such programmes offer benefits to employees and also to the
organizations. The employees will develop new skills will be available to the
organization. This type of career planning can be described as organizational career
planning.
Employees (of all categories) want to grow in their careers as this provides more
salary, higher status and opportunity to use knowledge, education and skills
effectively. An individual with potentials joins a firm not for job but for career
development. An organization has to provide better opportunities to its employees in
their career development and also use their efficient services for the benefit of the
organization.
The information collected on these aspects serves as the base for the preparation of
career development plan for the future period.
1. ANALYSIS OF PESONNEL SITUATION
4. SELECTION OF PRIORITIES
7. MANAGERIAL PLANNING
8. IMPLEMENTATION
CAREER STAGES:-
Education is thought of in terms of employment. People go for school and college
education and prepare for their occupation. Very few people stick to the same job
throughout their life. Most of them switch job either within the organization or in
some other organization. Chances are they change jobs, depending on available
opportunity, several times before retirement. Where opportunity is restricted they
continue with the same job. They go through the following stages:
1) EXPLORATION:-
Almost all candidates who start working after college education start around
mid-twenties. Many a time they are not sure about future prospects but take up
a job in anticipation of rising higher up in the career graph later. From the
point of view of organization, this stage is of no relevance because it happens
prior to the employment. Some candidates who come from better economic
background can wait and select a career of their choice under expert guidance
from parents and well-wishers.
2) ESTABLISHMENT:-
This career stage begins with the candidate getting the first job getting hold of
the right job is not an easy task. Candidates are likely to commit mistakes and
learn from their mistakes. Slowly and gradually they become responsible
towards the job. Ambitious candidates will keep looking for more lucrative
and challenging jobs elsewhere. This may either result in migration to another
job or he will remain with the Same job because of lack of opportunity.
3) MID-CAREER STAGE:-
This career stage represents fastest and gainful leap for competent employees
who are commonly called “climbers”. There is continuous improvement in
performance. On the other hand, employees who are unhappy and frustrated
with the job, there is marked deterioration in their performance. In other to
show their utility to the organization, employees must remain productive at
this stage. “climbers” must go on improving their own performance.
Authority, responsibility, rewards and incentives are highest at this stage.
Employees tend to settle down inn their jobs and “job hopping” is not
common.
4) LATE CAREER:-
This career stage is pleasant for the senior employees who like to survive on
the past glory. There is no desire to improve performance and improve past
records. Such employees enjoy playing the role of elder statesperson. They are
expected to train younger employees and earn respect from them.
5) DECLINE STAGE:-
This career stage represents the completion of one’s career usually
culminating into retirement. After decades of hard work, such employees have
to retire. Employees who were climbers and achievers will find it hard to
compromise with the reality. Others may think of “life after retirement”.
LOW 25 35 45 55 60
AGE
STAGES IN CAREER DEVELOPMENT
CONCEPT/INTRODUCTION TO CAREER DEVELOPMENT:-
Career development consists of the personal actions one undertakes to achieve a
career plan. The terms ‘career development’ and ‘employee development’ need to be
differentiated at this stage. Career development looks at the long-term career
effectiveness of employees where as employee development focuses of effectiveness
of an employee in the immediate future. The actions for career development may be
initiated by the individual himself or by the organization.
II. EXPOSURE:-
Career development comes through exposure, which implies becoming known
by those who decide promotions, transfers and other career opportunities. You
must undertake actions that would attract the attention of those who matter
most in an organization.
III. NETWORKING:-
Networking implies professional and personal contacts that would help inn
striking good deals outside (e.g., lucrative job offers, business deals, etc.). for
years men have used private clubs, professional associations, old-boy
networks to gain exposure and achieve their career ambitions.
IV. LEVERAGING:-
Resigning to further one’s career with another employer is known as
leveraging. When the opportunity is irresistible, the only option left is to
resign from the current position and take up the new job (opportunity in terms
of better pay, new title, a new learning experience, etc.). however, jumping the
jobs frequently (job-hopping) may not be a good career strategy in the long-
run.
V. LOYALTY TO CAREER:-
Professionals and recent college graduates generally jump jobs frequently
when they start their career. They do not think that career-long dedication to
the same organization may not help them further their career ambitions. To
overcome this problem, companies such as Infosys, NIIT, WIPRO (all
information technology companies where the turnover ratios are generally
high) have come out with lucrative, innovative compensation packages in
addition to employee stock option plans for those who remain with the
company for a specified period.
VI. MENTORS AND SPONSORS:-
A mentor is, generally speaking, an older person in a managerial role offering
informal career advice to a junior employee. Mentors take junior employees
under their protégé and offer advice and guidance on how to survive and get
ahead in the organization. They act as role models. A sponsor, on the other
hand, is someone in the organization who can create career development
opportunities.
c) RESIGNATIONS:-
Employees may resign the present job in the organization, if they find that
career opportunities elsewhere are better than those of the present
organization.
d) CHANGE THE JOB:-
Employees who put organizational loyalty above career loyalty may change
the job in the same organization are better than those in the present job.
e) CAREER GUIDANCE:-
And counselling provides information, advice and encouragements to switch
over to other career or organization, where career opportunities are better.
EMPLOYEE TRAINING
INTRODUCTION:-
Training plays an important role in human resource development. It comes next to
recruitment and selection. In fact, the main purpose of training is to develop the
human resources present within the employees. In brief, training is the watchword of
present dynamic business world. Training is necessary due to technological changes
rapidly taking place in the industrial field. New machines, new methods and new
techniques are introduced in the production, marketing and other aspect of business.
Training is for developing overall personality of an employee. It also creates
positive attitude towards fellow employees, job and the organization where he is
working. Training is the responsibility of the management as it is basically for raising
the efficiency and productivity of employees.
The purpose of training is to achieve a change in the behaviour of those trained and
to enable them to do their jobs in a better way. The trainees will acquire new
manipulative skills, technical knowledge, problem solving ability or attitudes etc.
training is not a one step process but is a continuous or never-ending process.
Training makes newly recruited workers fully productive in the minimum of time.
Even for old workers, training is necessary to refresh them and enable them to keep
up with new methods and techniques. In short training is the act of improving or
updating the knowledge and skill of an employee for performing a particular job.
DEFINITION OF TRAINING:-
According to Edwin Flippo, training is “the act of increasing the knowledge and
skill of an employee for doing a particular job”.
SELECTION OF TRAINEES:-
Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial.
Training an employee is expensive, especially when he or she leaves your firm for a
better job. Therefore, it is important to carefully select who will be trained.
Training programs should be designed to consider the ability of the employee to
learn the material and to use it effectively, and to make the most efficient use of
resources possible. It is also important that employees be motivated by the training
experience. Employee failure in the program is not only damaging to the employee
but a waste of money as well. Selecting the right trainees is important to the success
of the program.
TRAINING GOALS:-
The goals of the training program should relate directly to the needs outlined
above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the
company. Goals should include milestones to help take the employee from where he
or she is today to where the firm wants him or her in the future. Setting goals helps to
evaluate the training program and also to motivate employees. Allowing employees to
participate in setting goals increases the probability of success.
INTRODUCTION
The phrase ‘Collective bargaining’ is coined by Sydney & Beatrice Webb.
According to them collective bargaining is a method by which trade unions
protect & improve the conditions of their members’ working lives.
Before the Industrial Revolution, the employer, more or less, enjoyed
unquestioned powers on matters relating to wage, working conditions & other
matters affecting employees. The week bargaining strength of employees
tempted them, on occasions, to exploit the vulnerable situation to their
advantage. Workers as a result became restless & widespread protests
followed. Governmental intervention was of little help. Workers realized the
importance of fighting jointly on all work-related matters. This collective
fighting spirit is behind the back of collective bargaining. With the growth of
union movement all over the globe & the emergence of employers’
associations, the collective bargaining process has undergone significant
changes. Both parties have, more or less, realized the importance of peaceful
co-existence for their mutual benefit & continued progress.
OBJECTIVES
The main objectives of Collective bargaining are given below:
To settle disputes / conflicts relating to wages & working conditions.
To protect the interests of workers through collective plan.
To resolve the differences between workers & management though
voluntary negotiations & arrive at a customer.
To avoid third party intervention in matters relating to employment.
Functions of Collective Bargaining
There are two stages in collective bargaining, viz., (i) the negotiation stage &
(ii) the stage of contract administration.
1. Negotiation
(a) Identification of Problems
The nature of the problem influences the whole process-whether the problem is
very important that is to be discussed immediately or it can be postponed for
some other convenient time, whether the problem is minor that it can be solved
with the other party’s acceptance on its presentation & does not need to involve
the long process of collective bargaining process etc.
(b) Preparing for Negotiations
When it becomes necessary to solve the problem through collective bargaining
process, both the parties prepare themselves for negotiations.
(c) Negotiations of Agreement
Usually there will be a chief negotiator who is form the management side. He
directs & presides over the process. The chief negotiator presents the problem,
its intensity & nature & the views of both parties. When a solution is reached
at, it is put on the paper, taking concerned legislations into consideration. Both
parties concerned sign the agreement which, in tern, become a binding contract
for both the parties.
2. Contract Administration
Implementation of the contract is as important as making a contract.
Management usually distributes the printed contract, its terms & conditions
throughout the organization. The union takes steps to see that all the workers
understand the contract & implement it. From time to time depending upon
changing circumstances, both the parties can make mutually acceptable
amendments.
SUGGESTIONS FOR EFFECTIVE IMPLIMENTATION OF COLLECTIVE
BARGAINING
All the issues refer to collective bargaining may not be settled to the
satisfactions of both the parties. Such issues result in Industrial Conflicts.
Strike
A strike is a spontaneous and concerted withdrawal of the labour from
production temporarily. It is a collective stoppage of work by group of workers
for pressuring their employer to accept certain demands. The industrial disputes
act 1947 has define a strike as “an assertion of work by a body of persons.”
employed in an industry acting in combination, or a concerted refusal or a
refusal under a common understanding of any no of persons who are or have
been so employed to continue to work or to accept employment. Strikes are of
several types,
Sympathetic strike
When a strike is undertaken to show sympathy with workers in other industries,
it is called as sympathetic strike.
General strike
It is a strike by all or most of the unions in a industry or a region
Unofficial strike
It is a strike undertaken without the consent of the unions.
Sectional strike
It is refusal of a section of a given class of workers to perform their normal
duties.
Bumper strike
It is a strike when the unions plan to paralyse the industry, firm by firm, the
order being chosen by the union. Such strikes are supported by the
contributions of those who are still in work.
Sit down strike (also called stay-in, tool down, pen down strike)
It is a strike in which workers cease to perform this duties but do not leave the
place of work.
Slow-down strike
Known as a ‘go-slow’ tactic the workers do not stop working but put brakes to
the normal way of doing things.
Lightning strike
Out of provocation, workers may go on strike without notice or at very short
notice. There is an element of surprise in such cat-call strikes.
Hunger strike
To gain sympathy from the public & get noticed by the employer, workers may
decide to forego food for a specified period. Small batches of workers may also
go on a relay hunger strike in a sequential order. Such non-violence protests
generally bring moral pressure on employers to iron out the differences with
quickly.
Lock-outs
Lock-out is the counterpart of strike. It is a weapon available to the employer to
close down the factory till the workers agree to resume work on the conditions
lead down by the employer. The industrial Dispute Act of 1947 defined it as
“the closing of a place of an employment, or the suspension of work or the
refusal of an employer to continue to employ any number of persons employed
by him”. If it is impossible to meet the demand of workers, employers may
decide to go for lock-out. He may also draw the shutter down so as to bring
psychological pressure on the workers to agree to his condition or face closure
of the unit.
Gherao
Gherao means to surround. In this method a group of workers initiate collective
action aimed at preventing members of the management from leaving the
office. This can happen outside the factory premises too. The persons who are
‘gheraoed’ are not allowed to move for a long time, sometimes without food or
water. The National Commission on Labour, while refusing to accept it as a
form of industrial protest, opined that gheraos tend to inflict physical duress (as
against economic pressure) on the persons affected & endanger not only
industrial harmony but also create problems of law & order.
Standing orders
Majority of the industrial disputes are related to conditions of employment. To
prevent the industrial conflict relating to employment conditions, standing
orders are formulated. It was made obligatory that standing orders should
govern the conditions of employment under the industrial employment
(standing orders) act of 1946. The standing orders regulate the conditions of
employment from the stage of entry to the stage of exit or retirement. Standing
orders act as a code of conduct for the employees during the working life of
employees as they provide do’s & do nots.
Grievance procedure
Grievances generally arise from day – to – day working relations. Grievances
of the employees are redressed by the management. Management can prevent
the occurrence of industrial disputes by solving the individual problems.
Collective bargaining
As discussed earlier, collective bargaining helps for settlement of issues &
prevention of industrial disputes. Government also helps trade unions & govt.
to come closer to each other & come to an agreement.
Strong trade unions
Strong trade unions have the stability of membership, sound financial position
& healthy polices. Such unions think & act constructively for the mutual
benefit of the employees & the management. These practices naturally prevent
the industrial conflicts.
Labour co – partnership & profit sharing
Labour co – partnership & profit sharing create a sense of belongness among
the employees & they fill that they are the partners in the company. As such,
they think & act for the benefit of the company.
Joint consultations
A Joint consultation between the employees & employer are the differences
between them & prevents industrial conflicts.
SETTLEMENT OF CONFLICTS
3. Conciliation
The main objective of a condition & arbitration is to reunite the two conflicting
groups in the industry in order to avoid interruption of production, distrust etc.
Conciliation is a process by which representatives of both workers &
employers are brought together before a third party with a view to persuading
them to arrive at some sort of settlement. It is an extension of collective
bargaining with third party assistance. It is the practice by which the services of
the neutral third party as used in a dispute as a means of helping the disputing
parties to reduce the extent of their differences & to arrive at an amicable
settlement or agreed solution. It is a process of rational & orderly discussions
of differences between the parties to a dispute under the guidance of a
conciliator.
Conciliation machinery consists of a conciliation officer & board of
conciliations. The conciliator induces the parties to a course of action. He plays
the role of an innovator, protector, discussion leader, stimulator, advisor, face
saver. He acts as a safety value & a communication link.
The task of conciliation is to offer advice & make suggestions to the dispute on
controversial issues.
4. Voluntary Arbitration
If the two parties to the dispute fail to come to an agreement, either by
themselves or with the help of a mediator or conciliator, who agrees to submit
the dispute to an impartial authority, whose decision, they are ready to accept.
The essential elements in voluntary arbitration are:
The voluntary submission of dispute to an arbitration;
The subsequent attendance of witness & investigations &
The enforcement of an award may not be necessary.
5. Compulsory Arbitration / Adjudication
Where trade unions are week, the method of Compulsory Arbitration is used.
Compulsory Arbitration is utilized generally when the parties fail to arrive at a
settlement though the voluntary methods.
In India, Compulsory Arbitration is enforced because collective bargaining was
not used for regulating wages & other conditions of employment.
It may be said that Compulsory Arbitration may be at times & under certain
circumstances, necessary & desirable. The nature, scale & timing of state
intervention should be suited to the needs of different occasions. The objective
of state intervention in the field of industrial relations should be to do social
justice & make the weaker party equally strong to enable it ultimately to stand
& survive on its own & settle its differences through negations & collective
bargaining.
Compulsory Arbitration is one where the parties are required to arbitrate
without any willingness on their part. Any one of the parties may apply to the
appropriate governments to refer the dispute to adjudication machinery.
promotion
When there are vacancies in an organization, they can be filled up by the internal or
external candidates. Though the organization prefers to fill up the vacancies by the
external candidates through the selection procedure, the internal candidates may also
apply for post and may be tested and selected for higher level job in the organizational
hierarchy at par with external candidates. Is such upward movement of an employee a
promotion? Or it is purely selection? It is purely a selection. If the organization
prefers to fill a vacancy only by the internal candidates, it assigns that higher level job
to the selected employee from within through promotion tests. Such upward
movement can be said as promotion.
► Definition:-
“Promotion is advancement of an employee to a better job- better in terms of
grater responsibility, more prestige or status, greater skills and especially increased
rate of pay or salary.”
- Paul Pigors and Charles A. Myers.
1) The assumption that the employees learn more relatively with length of service is
not valid as this assumption has reverse effect. In other words employees learn up
to a certain age and beyond that stage the learning ability of the cognitive process
diminishes.
2) It denominates the young and more competent employees and results in employee
turnover particularly among the dynamic force.
3) It kills the zeal and interest to develop as everybody will be promoted with or
without improvement.
4) Organizational effectiveness may be diminishes through the deceleration of the
human resource effectiveness as the human resource consists of mostly
undynamic and old blood.
5) Judging the seniority though it seems to be in the theoretical sense. it is highly
difficult in practice as the problems like job seniority, company seniority,
zonal/regional seniority, service in different organizations, experience as
apprentice trainee, trainee, researcher, length of service not only by days but hours
and minutes will crop up.
Thus the two main basic of promotion enjoy certain advantages and at the same time
suffer from certain limitations. Hence, a combination of both of them may be
regarded as an effective basis of promotion.
Seniority-cum-merit
Management mostly prefers merit as the basis of promotion as they are interested in
enriching its human resources. But trade union favour seniority as the sole basis for
promotion with a view to satisfy the interests of majority of their members.
Hence a combination of both seniority and merit can be considered as the basis for
promotion satisfying the management for organizational effectiveness and employees
and trade union for respecting the length of service. A balance between seniority and
merit should be struck and a new basis is to be developed. There are several ways in
striking the balance between these two basis.viz:-
1) Minimum length of service and merit:-
Under this method all those employees who complete the minimum service, say five
years, are made eligible for promotion and then merit is taken as the sole criteria for
selecting the employee for promotion from the eligible candidates. Most of the
commercial bank in India has been following this method for promoting the
employees from clerk’s position to officer’s position.
► Benefit of promotion:-
1) Promotion places the employees in a position where an employee’s skills and
knowledge can be better utilized.
2) It creates and increases the interest of the other employees in the company as they
believe that they will also get their turn.
3) It creates among employees a feeling of content with the existing conditions of
work and employment.
4) It increases interest in acquiring higher qualifications, in training and in self
development with a view to meet the requirement of promotion
5) Promotion improves employee morale and job satisfaction.
6) Ultimately it improves organizational health.
As already noted, a promotion involves an increase in status, responsibilities and pay. But, in
certain cases, only the pay increases, and the other elements remain stagnant. In other cases,
the status only increases without a corresponding increase in pay or responsibilities. Depending
on which elements increase and which remain stagnant, promotions may be classified into the
following types:
1) Horizontal Promotion:-
This type of promotion involves an increase in responsibilities and pay, and a change in
designation. But the employee concerned does not transgress the job classification. For example,
a lower division clerk is promoted as an upper division clerk. This type of promotion is referred to
as upgrading' the position of an employee.
2) Vertical Promotion:-
This type of promotion results in greater responsibility, prestige and pay, together with a
change in the nature of the job. A promotion is vertical when a canteen employee is promoted
to an unskilled job. The concerned employee naturally transgresses the job classification.
3) Dry Promotions:-
Dry promotions are sometimes given in lieu of increases in remuneration. Designations are
different but no change in responsibilities. The promotee may be given one or two annual
increments.
Transfer
► Meaning:-
Transfer is defined as “ a lateral shift causing movement of individuals from one
position to another usually without involving any marked change in duties,
responsibility, skills needed or compensation”
Transfer is also defines as “the moving of an employee from one job to another. It
may involve a promotion, demotion or no change in job status other than moving
from one job to another.”
► Purposes of transfer:-
The transfer in an organization may be due to any one of the following reasons:
(1) Variation in the volume of work: Transfers are necessary due to variation in the
volume of work in .different departments/sections. Shortage of employees or increase
in the work in one department due to different reasons leads to transfer of employees
from other departments to that department. Workers are transferred from surplus
department to another department where there is shortage of staff.
(2) Providing training to employees: Transfers are made for providing opportunities to
employees for training and development.
(3) Rectification of poor placement: Transfers are necessary for the rectification of poor
placement made in the initial period. Similarly, transfers are necessary in order to utilize
the services of an employee in the best possible manner.
(4) Satisfying personal needs of employees: Transfers are necessary in order to satisfy the
personal needs (personal difficulties) of the employees. They include family
problems, sickness, and education of children and so on. Such transfers take place
especially among female employees. Female employees want transfer to join their
husbands. This leads to transfers. Workers demand transfers when the climate of the
place of work is not suitable to them. Here, transfers are basically for the convenience
of employees.
(5) Meeting mutual needs of employees: Transfers are, sometimes, made in order to
meet the mutual needs of two employees. It is a type of mutual exchange and is usually
accepted by the management.
(6) Meeting organizational needs: Transfers are necessary in order to meet the
organizational needs developed out of expansion programmers or fluctuations in work
requirements or changes in the organizational structure or dropping of
existing product lines. For example, senior and experienced workers and
supervisors are transferred to new plants/factories in order to manage the work
smoothly.
(7) Solution to poor performance: Transfers are, sometimes, made when the worker
fails to perform his job efficiently. He is transferred to a new place or post and is given
an opportunity to improve his performance at a new place. Here, transfer is treated as a
better alternative to outright dismissal.
(8) Avoiding fatigue and monotony: Transfers are made for avoiding fatigue and
monotony of work in the case of employees. The productivity of an employee may decline
due to monotony of his or her job. To break this monotony, the employee is transferred.
(9) Giving punishment for negligence: Transfers are sometimes made as a punishment for
negligence and indiscipline on the part of an employee.
(10) Rectification of poor personal relations: The relations between the worker and his
superior may not be smooth and cordial. This may affect the work of the department.
One method to solve this problem is to transfer the worker from that department to
some other suitable department. This transfer may be necessary for removal of the
incompatibilities between the worker and his/her boss or between one worker and the
other.
(12) To provide relief and to punish employees: Transfers may be made in order to
give relief to the employees who are overburdened or are working under heavy risks
or tension over a long period. Similarly, on certain occasions transfers are made for
indulging in undesirable activities. They may be made as a disciplinary action for
serious mistakes on the part of employees. This practice is widespread mainly in
government offices and police department. Problem employees are transferred to some
other jobs or to remote places.
► Types of Transfers
1) Production Transfers:-
2) Replacement Transfers:-
Replacement transfers, too, are intended to avoid imminent lay-offs, particularly, of senior
employees. A junior employee may be replaced by a senior employee to avoid laying off the
latter. A replacement transfer programmed is used when all the operations are declining, and
is designed to retain long-service employees as long as possible.
3) Versatility Transfers:-
Versatility transfers are effected to make employees versatile and competent hi more than
one skill. Clerical employees in banks, for example, are transferred from one section to
another over a period of time so that they may acquire the necessary skills to attend to the
various activities, at the bank. Versatile operations are valuable assets during rush periods
and periods when work is dull. Versatile transfers may be used as a preparation for
production or replacement transfers
4) Shift Transfers:-
Generally speaking, industrial establishments operate more than one shift. Transfers
between shifts are common, such transfers being made mostly on a rotation basis. Transfers
may also be affected on special requests from employees. Some request a transfer to the
second shift or the night shift in order to avail the free time during the day to take up part time
jobs, although this is not permitted by law.
5) Remedial Transfers:-
Remedial transfers are affected at the request of employees and are, therefore, called
personal transfers. Remedial transfers take place because the initial placement of an
employee may have been faulty or the worker may not get along with his or her supervisor
or with other workers in the department. He or she may be getting too old to continue in his or
her regular job, or the type of job or working conditions may not be well-adapted to his or her
present health or accident record. If the job is repetitive, the worker may stagnate and would
benefit by transfer to a different kind of work.
Benefit of transfer:
Transfers benefit both the employees and the organization. Transfer reduce
employee’s monotony, boredom etc. and increase employees job satisfaction. Further
they improves employee’s skills, knowledge etc. they correct erroneous placement
and interpersonal conflicts. Thus, they improve employee’s morale. Further they
prepare the employee to meet the organizational exigencies and meet the fluctuation
in business and organizational requirements. Thus, they enhance human resource
contribution to organizational effectiveness.
Problems of transfer:
Despite these benefit some problems are associated with transfers. They are:
1) Adjustment problem to the employee to the new job, place, environment, superior
and colleageoues,
2) Transfer from one place to another cause which inconvenience and cost to the
employees and his family members relating to housing, education to children etc.
3) transfer from one place to another result in loss of Mondays,
4) Company initiated transfer result in reduction in employee contribution
5) Discriminatory transfer affects employees’ morale, job satisfaction, commitment
and contribution.
Demotion
The remaining type of internal mobility is demotion. It is the opposite of promotion.
Demotion is the reassignment of a lower level job to an employee with delegation of
responsibility and authority required to perform that lower level job and normally
with lower level pay. Organizations use demotion less frequently as it affects
employee career prospects and morale.
3) New technology and new methods of operation demand new and higher level
skills. If the existing employees do not develop themselves to meet those new
requirements, organizations demote them to the lower level jobs where they are
suitable. For example, teacher handling 10TH class were demoted to the level of 8TH
class teachers when the syllabus were revised and the teachers were found misfit even
after training in one school in Andhra Pradesh.
4) Employees are demoted on disciplinary grounds. This is one of the extreme steps
and as such organizations rarely use this measure.
Though the demotion seems to be simple it adversely affects the employee morale.
Job satisfaction etc. as it reduces employee status not only in the organization but also
in the society in addition to reduction in responsibility authority and pay. Hence, there
should be a systematic demotion policy.
► Demotion policy:
Organization should clearly specify the demotion policy. Otherwise the superiors
demote the employees according to their whims and fancies. Systematic demotion
policy should contain following items:
1) Specification of circumstances under which an employee will be demoted, like
reduction in operations, indisciplinary cases.
2) Specification of a superior who is authorized and responsible to initiated a
demotion
3) Jobs from and to which, demotions will be made and specification of lines order-
processing ladders of demotion.
4) Specification of basis for demotion like length of service, merit order-processing
both.
5) It should provide for open policy rather than a closed policy.
6) It should contain clear cut norms for judging merit and length of service.
7) Specification of nature of demotion i.e., whether it is permanent order-processing
temporary if it as a disciplinary action it should also specify the guidelines for
determining the seniority of such demoted employee.
PARTICIPATIVE MANAGEMENT
1. Works committees:
The industrial disputes act 1947 provided for the setting up of a work committees
consisting of representative of management and employees in every undertaking
employee 100 or more employees. The committees are for the removing the causes of
friction between employers and the workers in the day to day working in factory
level. This joint consultative committee meets frequently for discussion on common
problem before workers and the company. After discussion, joint decisions are taken
and such decisions are binding on both the parties. Matters like wage payment, bonus,
training, discipline, welfare facility, working conditions etc. are discussed in such
meetings.
Workers committees are extremely popular and effective in France and England. In
India, there is statutory provision for the establishment of worker committees under
the industrial disputes act, 1947. Such committees are constituted in large number of
industrial unit. Meeting of such committees are also arranged. However, they are
neither effective nor popular in India. As a result, participative management through
this mechanism is not effective or purposeful in India. Many managers feel that such
committees have only a nuisance value. In addition to works committee, many other
committees are formed. However, they are not effective as agencies of participative
management.
Many companies in India offer their shares to employees but the response of the
employees is not encouraging. This suggests that co-partnership as a method of
participative management is not effective / popular in India.
4. Employee Directors:
Here, two or three representatives of workers are taken on the Board of Directors of
the company. The employee directors / workers directors are elected by workers and
they express the views of workers in the meetings of the Board. Here, employee
directors act as connecting link between workers and top level management. Such
participation ensures cordial industrial relations. The representative of workers can
put the views of workers before the directors and can also safeguard the interests of
workers. As a result, the personnel policies will be fair and favourable to workers.
Unfavourable decisions to workers will be avoided and better treatment will be
ensured to them.
This mechanism of workers participation is now used extensively in the public sector
undertaking in India as per the initiative taken by the government. Workers directors
are now appointed in companies like Hindustan Antibiotics Ltd., and HMT Ltd. This
scheme also exists in the case of nationalized banks, co-operative banks. DCM, Tatas
and some more companies from the private sector.
7. Quality Circle:
Quality circle consist of a small number of employees who comes together on
voluntary basis with one item on the agenda i.e. to improve quality or to raise
productivity or to avoid wastages, etc. this form of participation is voluntary. As a
practice, meetings are held once in the week lasting for about as hour. Member of
quality circle is given free hand to solve problem related to the quality, if they fail
they can request to management to depute an expert to sort out the problem. This
circle highly proved to be highly successful because the problem is solved by member
themselves through two way communication and brainstorming seriously and studies
them effectively and promptly. The suggestion should be implemented, if found
suitable.
8. Collective Bargaining:
Collective bargaining is the process in which the representative of the employer and
employer and employees meet together to negotiate a contract government both the
parties. It results into signing an agreement thereby restricting each party that it
cannot take unilateral decision harming the interest of the other party. This sort of
joint meeting can bring fruits proved barraging is done in the right spirit with positive
attitude. Participation brings both the parties together and improves the understanding
thus making the way for the two way dialogue to sort out the problems.
Collective bargaining is a better alternative to strike and industrial disputes. It is
peaceful and democratic method for solving the problem and demands for workers
through direct negotiation between the representative of workers and management. A
strong trade union can protect the interest of worker can more effectively through
direct negotiation and consultation rather than through disputes and strike which are
normally harmful to workers, employer and society at large.
9. Empowered Team:
When the authority is delegated to the employees its called empowering. In this sense,
employment takes place when employees enjoy power and they experience a sense of
ownership and control over the jobs. Employees when empowered, understanding that
the job belong to them. As they are competent to speak on the job, they feel
responsible. This happens to motivate them and they go out of the way to work.
Employees become quality conscious and contribute to quality improvement in
product and services. Information is shared at every level leading to improved
performance.
Job enrichment is designing a job in such a way that it provide the employee grater
autonomy for planning and control his own performance. Job enrichment makes the
jobs more interesting and challenging.
The main objective of job enrichment and job enlargement is to force the worker from
boredom which occurs because of excessive specialization. Both the job enrichment
and job enlargement are considering method of participative management as they
provide freedom to each employee to use his judgment. This freedom is course
limited and restricted.
The basis purpose of above noted scheme of participative management is to associate
the worker with the decision-making process. Difference methods are use in the
different countries as per the situation available. The method used for workers
participation is not impotent. Workers participation in management may be voluntary
or statutory. Voluntary participation is always better and more effective. Statutory
labour participation is not effective as it is mechanical and also imposed on both the
parties by force.
5. Peaceful atmosphere:
Labour management relation should be a cardinal or at least there should be a no
tension in the relation. Active participation of workers in management is possible
under such peaceful atmosphere. It is just not possible when there are disputes and
strike in the industrial unit.
Participative management introduces a new set of volume for the workers and
employers in which power is to be replaced by persuasion and compulsion by co-
operation. Employee participation is useful for raising industrial production and
productivity. It helps consumer in an indirect manner. The national economy also gets
certain benefits when industrial peace and harmony exits over a long period. In brief,
the concept of participative management is important because of economics, social
and human values connected with it.
The ILO has given morale support to employee’s participation and has advocated its
adoption in all countries. Efforts are being made in all countries in this regards. In the
countries of west, this experiment is reasonable successful while in developing
countries including India, the progress is not satisfactory even when consultative
machinery exists in many countries.