Professional Documents
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Semiester - 2
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Human Resources Management is defined as policies and practices Involved in carrying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding and appraising And providing direction for the people who work in the organization. It can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.
change is occurring so rapidly that individuals may have to change their entire skills three or four times in their career. Skill Shortages and the Rise of the Service Sector - Expansion of service-sector employment is linked to a number of factors, including changes in consumer tastes and preferences, legal and regulatory changes, advances in science and technology that have eliminated many manufacturing jobs, and changes in the way businesses are organized and managed. 2. Organizational Challenges - Organizational challenges refer to concerns that are internal to the firm. However, they are often a byproduct of environmental forces because no firm operates in a vacuum. These issues include: Competitive position (cost, quality, and distinctive capability), decentralization, downsizing, organizational Restructuring, self-managed work teams, small businesses, organizational culture, technology, and Outsourcing. HR policies can influence an organization's competitive position by Controlling costs, improving quality, and creating distinctive capabilities, Restructuring 3. Individual Challenges - Human resource issues at the individual level address the decisions most pertinent to specific employees. These individual challenges almost always reflect what is happening in the larger organization. For instance, technology affects individual productivity; it also has ethical ramifications in terms of how information is used to make HR decisions (for example, use of credit or medical history data to decide whom to hire).The individual issues include matching people and organization, ethics and social responsibility, productivity, empowerment, brain drain, and job insecurity.
Our purpose is to search continuously for opportunities where we can make unique or valuable contributions to the development and application of real world signal processing technology. In so doing, we strive to offer our customers products that improve the performance, quality and reliability of their products, and thereby increase the productivity of human and capital resources, and contribute generally to upgrading the quality of life and the advancement of society. Them our growth objective is the achievement of an average annual sales growth rate of at least 25% per year. Our strategy to do this is based in part on the penetration of worldwide served market segments that are themselves growing at an average annual rate of 15% or more. Thus for us, no growth means extinction, while growth in excess of the growth of our served markets is a requirement for increased market strength. We accomplish this growth primarily by continuously broadening the range of our product line through internal development, but also through venture investments in new companies and through selected acquisitions that fall within the scope of our business definition. Our financial goals include earning 19% on invested capital, 17.5% operating profit before tax and 8.6% profit after tax (net income). With this level of financial performance we can, without taking unreasonable risks, finance our growth while offering our stockholders an attractive opportunity for capital appreciation.
Our Vision - To provide a parallel investment vehicle and safety net for the state-sponsored unit trust scheme Our Mission
1. To broaden income base to provide price support, liquidity support, dividend support mechanisms. 2. To build a pool of quality assets to boost revenue, enhance profitability and to achieve consistent net cash inflows.
Our Objectives
1. To achieve optimum investment returns through effective strategies via smart collaboration with dynamic organizations. 2. To be a player in the advancement and transformation of Sarawaks economic landscape by optimizing the abundant resources of the State, while remaining socially and environmentally responsible. 3. To uphold excellent team work, harnessing the creativity and talent of every team-member in pursuit of shared visions. 4. To ultimately uplift the economic well-being of the Community in Sarawak.
2. Since employees exit and organization both naturally and unnaturally, there is an on-going need for hiring replacement staff to augment employee exit. Otherwise, work would be impacted. 3. In order to meet the need for more employees due to organizational growth and expansion, this in turn calls for larger quantities of the same goods and services as well as new goods. 4. To meet the challenge of the changed needs of technology / product/service innovation the existing employees need to be trained or new skill sets induced into the organization. 5. When organization is faced with severe revenue and growth limitations it might need to plan well to manage how it will reduce its workforce. Options such as redeployment and outplacement can be planned for and executed properly.
Importance of HRP
1. 2. 3. 4. 5. 6. Globalization of Business New Technologies The changing skill levels in the Workforce The changing demographics of the workforce Mergers and Acquisitions Legal developments
CAREER PLANNING
Career planning refers to the process by which an individual determines his/her career objectives and plans the path to achieve these objectives. The process of an employee planning his/her career goals is known as individual career planning. The process by which the management plans career goals for its employees is known as organizational career planning. The career planning on this stage can help to choose the appropriate university or college and the appropriate major. After the graduation the career planning helps to find the direction of the professional life and to form the business plan of the future career. During the life the person can make the changes in the career planning and it is very important to do it in time. The career planning helps to choose the right way in the professional life. If it is too difficult for person to determinate in the professional goals, there are a lot of tests, which can help to choose the appropriate profession and field. The right career planning in the youth guarantee the success in the future a method of doing something that is worked out in detail before any career activity is actually begun. The planning process usually includes the following steps: Self-Assessment, identifying and exploring career options; setting goals and planning action steps to achieve those goals; taking action in accordance with the career plan
JOB ANALYSIS
Job analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job position. It is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them. You can utilize the information it provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance appraisal, and training. There are two outcomes of job analysis: Job description Job specification
Job description refers the requirements an organization looks for a particular job position. It states the key skill requirements, the level of experience needed, level of education required, etc. It also describes the roles and responsibilities attached with the job position. The roles and responsibilities are key determinant factor in estimating the level of experience, education, skill, etc required for the job. A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues. It also helps in benchmarking the performance standards. The preparation of job description is very important before a vacancy is advertised. It tells in brief the nature and type of job.
This type of document is descriptive in nature and it constitutes all those facts which are related to a job such as:
1. 2. 3. 4. 5. 6. Title/ Designation of job and location in the concern. The nature of duties and operations to be performed in that job. The nature of authority- responsibility relationships. Necessary qualifications that is required for job. Relationship of that job with other jobs in a concern. The provision of physical and working condition or the work environment required in performance of that job.
Job specification helps in hiring an appropriate person for an appropriate position. The contents are:
1. 2. 3. 4. Job title and designation Educational qualifications for that title Physical and other related attributes Physique and mental health
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These five important areas are: skill variety, task identity, task significance, autonomy and feedback.
1. Skill variety is the degree to which a job requires a variety of different activities so the worker can us a number of different skills and talent. 2. Task identity is the degree to which a job requires completion of a whole and identifiable piece of work. 3. Task significance is the level to which a job has a substantial impact on the lives or work of other people. 4. Autonomy is the point to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. 5. Feedback is the extent to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance. The first three affect the meaningfulness of job. Whereas for autonomy are expected to engender greater feelings of responsibility on the part of workers, and are expected to provide clear cues to workers about the quality of work, for feedback, provides knowledge of the actual results of the work activities.
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RECRUITMENT
It is the discovering of potential of applicants for actual or anticipated organizational vacancies. It actually links together those with jobs obs and those seeking jobs. It is process of attracting, screening, and selecting qualified people for a job. Every organization must be able to attract a sufficient number of the job candidates who have the abilities and aptitudes needed to help the organization organization to achieve its objectives. An effective employee selection procedure is limited by the effectiveness of recruiting process. Outstanding job candidates cannot be selected if they are not included in the applicant pool. The recruitment process also interacts interacts with other personnel functions, especially performance evaluation compensation training and development and employee relations. Recruiting is typically a human resource function. In planning recruiting activities, an organization needs to know how many applicants must be recruited. Since some applicants may not be satisfactory an others may not accept the job offers, an organization must recruit more applicants than it expects to hire. Yield Ratios help organizations decide how many employees to recruit cruit for each job opening. These ratios express the relationship between the numbers of people at one step of the recruitment process relative to the number of people who will move to the next step. Thus the purpose of recruitment is to locate sources of manpower to meet job requirements and job specifications. A good recruitment policy is based on the organization's objectives, complies with the government policy, and results in successful placements in the organization at the minimum cost and time. It provides provides the basic framework in the form of guidelines, procedures and sources for recruitment. Flippo's definition: "It is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization."
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1. The size of the organization. 2. The employment conditions in the community where the organization is located. 3. The effects of past recruiting efforts which show the organization's ability to locate and retain the good performing people. 4. Working conditions, salary and benefit packages offered by the organization. 5. Rate of growth of the organization. 6. The future expansion and production programs. 7. Cultural, economic and legal factors.
Objectives of Recruitment
1. To attract people with multi-dimensional skills and experiences that suits the present and future Organizational strategies. 2. To induct outsiders with a new perspective to lead the company. 3. To infuse fresh blood at all levels of the organization. 4. To develop an organizational culture that attracts competent people to the company. 5. To search or head hunt people whose skills fit the companys values. 6. To devise methodologies for assessing psychological traits. 7. To seek out non-conventional development grounds of talent. 8. To search for talent globally and not just within the company. 9. To design entry salary that competes on quality but not on quantum. 10. To anticipate and find people for positions that does not exist yet.
Source of Recruitment:
1. Internal Recruiting Sources: When job vacancies exist, the first place that an organization should look for placement is within itself. Organizations present employees generally feel that they deserve opportunities to be promoted to higher-level positions because of their service and commitment to organization. Also recruiting among present employees is less expensive than recruiting from outside the organization. The major forms of the internal recruiting include: 1. Promotion from within. 2. Job posting. 3. Contacts and referrals Advantages of Internal Recruitment: Provides greater motivation for good performance. Provides greater opportunities for present employees Provides better opportunity to assess abilities Improves morale and organizational loyalty Enables employees to perform the new job with little lost time Disadvantages of Internal Recruitment: Creates a narrowing thinking and stale ideas Creates pressures to compete Creates homogeneous workforce Chances to miss good outside talent Requires strong management development programs Specially to train for technology. 2. External Recruiting Sources: A broad variety of methods are available for external recruiting. An organization should are fully assess the kinds of positions it wants to fill and select the recruiting methods
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that are likely to reduce the best results. There are some employee needs that a firm must fill through external recruitment. Campus Recruitment Competitors and other Firms Self-Employed Workers Older Individuals Public Employment exchange
SELECTION
The selection procedure is concerned with securing relevant information from applicants and selecting the most suitable among them, based on an assessment of how successful the employee would be in the job, if he were placed in the vacant position. It is the process of evaluating the qualifications, experience, skill, knowledge, etc, of an applicant in relation to the requirements of the job to determine his suitability for the job. It is a judgmental process this can vary from organization to organization some steps performed and considered important by one organization can be skipped by other organization. Selection is the process of examining the applicants with regard to their suitability for the given job or jobs, and choosing the best from the suitable candidates and rejecting the others. Thus, you will notice that this process is negative in nature in the sense that rejection of candidates is involved.
Process or Steps of selection: - The process of selection is different in different companies; however a general
procedure of selection can be framed. This process of selection can be explained with the help of following diagram. 1. Job analysis: - The very first step in the selection procedure is the job analysis. The HR department prepares the job description and specification for the jobs which are vacant. This gives details for the jobs which are vacant. This gives details about the name of the job, qualification, qualities required and work conditions etc. 2. Advertisement: - Based on the information collected in step 1, the HR department prepares an advertisement and publishes it in a leading news papers. The advertisement conveys details about the last date for application, the address to which the application must be sent etc. 3. Application blank/form:-Application blank is the application form to be filled by the candidate when he applies for a job in the company. The application blank collects information consisting of 4 parts- 1) Personal details 2) Educational details 3) Work experience 4) Family background. 4. Written test:-The applications which have been received are screened by the HR department and those applications which are incomplete are rejected. The other candidates are called for the written test. Arrangement for the written test is looked after the HR department i.e. question papers, answer papers, examination centers and hall tickets etc. 5. Interview: - Candidates who have successfully cleared the test are called for an interview. The entire responsibility for conducting the interview lies with the HR department i.e. they look after the panel of interviewers, refreshments, informing candidates etc. 6. Medical examination: - The candidates who have successfully cleared the interview are asked to take a medical exam. This medical exam may be conducted by the organization itself (army). The organization may have a tie up with the hospital or the candidate may be asked to get a certificate from his family doctor. 7. Initial job offer:- Candidates who successfully clear the medical exam are given an initial job offer by the company stating the details regarding salary, terms of employment, employment bond if any etc. The candidate is given some time to think over the offer and to accept or reject.
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8. Acceptance/ rejection: - Candidates who are happy with the offer send their acceptance within a specified time limit to show that they are ready to work with the company. 9. Letter of appointment/final job offer: - Candidates who send their acceptance are given the letter of appointment. The letter will state the name of the job. The salary and other benefits, number of medical leaves and casual leaves, details of employment bond if any etc. It will also state the date on which the employee is required to start duty in the company. 10. Induction: - On the date of joining the employee is introduced to the company and other employees through am elaborate induction program.
INDUCTION or SOCIALIZATION
Induction can be defined as a process of introducing the employee who is newly elected to the organization. It is also known as Socialization. When an employee is given a letter of appointment he joins the company on duty. The very first thing that the company does is, introduces the new employee to the organization and people working there. Normally the new employee is called together to the staff training college for the induction program. The induction starts with an introduction secession about the company, number of branches, a brief history of the company, number of products, number of countries operating in, organizational structure, culture, values, beliefs, the names of top management personnel etc. Apart from this introductory secession there will be other secessions also like secessions on behavioral science, soft skill training, secessions on giving details about the job, salary, bonus, information about different leaves that can be taken by the employee about upward mobility in the organization etc.
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There are different ways in which secessions can be conducted i.e. using lecture method, power point presentation, group discussion, psychological test, roll play secessions etc
Purpose and Need - An employee has to work with fellow employees and his supervisor. For this he must know
them, the way they work and also the policies and practices of the organization so that he may integrate himself with the enterprise. Any neglect in the area of induction and orientation may lead to high labour turnover, confusion, wasted time and expenditure.
Define placement: - Companies conduct recruitment and selection and finally select employees. The employees
undergo an induction program. After the induction program is over the employee is given a specific job in the company. This is called placement.
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simulated exercises. Off-the-job training methods include classroom lectures; various simulation exercises like case exercises, experiential exercises, computer modeling, vestibule training and role playing; and programmed instruction. Training increases productivity, reduces the level of supervision required, reduces accidents related to work and increases organizational stability. Apart from training, an organization should also concentrate on management development. Management development is a systematic process of growth and development by which employees develop their skills and abilities to manage. Management development improves a manager's ability to understand problems and arrive at solutions. It helps the manager in effective handling of his different work roles like planning, monitoring performance, communication and development. Management development programs are designed to meet specific objectives, which contribute to both employee and organizational effectiveness.
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JOB EVALUATION
Job evaluation is the process of systematically determining a relative internal value of a job in an organization. In all cases the idea is to evaluate the job, not the person doing it. It is the process of determining the worth of one job in relation to that of the other jobs in a company so that a fair and equitable wage and salary system can be established. Job evaluation is a practical technique, designed to enable trained and experienced staff to judge the size of one job relative to others. It does not directly determine pay levels, but will establish the basis for an internal ranking of jobs. Job evaluation is different from performance appraisal. In job evaluation, worth of a job is calculated while in performance appraisal, the worth of employee is rated. Job evaluation represents an effort to determine the relative value of every job in a plant and to determine what the fair basic wage for such a job should be. Job evaluation is a process of determining the relative worth of a job. It is a process which is helpful even for framing compensation plans by the personnel manager.
Job evaluation methods - There are three basic methods of job evaluation. This scheme evaluates job
responsibilities in the light of three major factors - know how, problem solving and accountability. 1. Ranking Method - According to this method, jobs are arranged from highest to lowest in order of their value or merit and the relative difficulty in performing them and job at the top of the list has the highest value and obviously the job at the bottom of the list will have the lowest value. 2. Classification method - According to this method a predetermined number of jobs groups or job classes are established and jobs are assigned to these classification. This method places grouped into Job classes or job grades. Separate classes may include office, clerical, managerial, personnel e.tc. Class I - Executives: Office manager, office superintendent, departmental supervisor e.tc
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Class II - Skilled Workers: Purchasing assistant, Cashier, Receipts clerk e.tc Class III - Semiskilled Workers: Steno typists, Machine operators, Switchboard operators e.tc Class IV - Semiskilled Workers: Daftaris, file clerk, office boys e.tc 3. Factor comparison method - Under this method, instead of ranking complete jobs, each job is ranked according to a series of factor. These factors include mental effort, physical effort, skill needed, supervisory responsibility, working condition and other relevant factor (for instance: - know - how, problem solving abilities, accountability e.tc). Pay will be assigned in this method by comparing the weights of the factors required for each job. That is, the present wages paid for key jobs may be divided among the factors weights by importance.
INDUSTRIAL RELATION
The relationship between Employer and employee or trade unions is called Industrial Relation. Industrial relations are used to denote the collective relationships between management and the workers. Traditionally, the term industrial relations is used to cover such aspects of industrial life as trade unionism, collective bargaining, workers participation in management, discipline and grievance handling, industrial disputes and interpretation of labor laws and rules and code of conduct. Many outsiders also equate industrial relations to labour relations and believe that industrial relations only studies unionized employment situations, but this is an oversimplification. Industrial relations affect not merely the interests of the two participants- labor and management, but also the economic and social goals to which the State addresses itself. To regulate these relations in socially desirable channels is a function, which the State is in the best position to perform. The employees, trade unions and management are the three major players in industrial relations. The government also has a key role to play, but steps in only when the major players fail to maintain harmonious industrial relations. The government also provides the basic framework for industrial relations through its legislation. The industrial disputes prevention machinery helps in averting situations of conflict between the management and the workers that might lead to a strike or a lock-out. Some of the basic requirements for prevention of industrial disputes are an effective grievance redressal system, worker participation in management and collective bargaining.
The main aspect of Industrial Relations is:1. 2. 3. 4. 5. 6. 7. Labor Relations, i.e. relations between union and management. Employer-employees relations, i.e. relations between management and employees. Group relations, i.e. relations between various groups of workmen. Community or Public relations, i.e. relations between industry and society. Promotions and development of healthy labor-managements relations. Maintenance of industrial peace and avoidance of industrial strife Development of true industrial Democracy.
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1. To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production. 2. To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country. 3. To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism. 4. To establish and nurse the growth of an Industrial Democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well. 5. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits. 6. To establish government control of such plants and units as are running at a loss or in which productions has to be regulated in the public interest. 7. Improvements in the economic conditions of workers in the existing state of industrial managements and political government. 8. Control exercised by the state over industrial undertaking with a view to regulating production and promoting harmonious industrial relations. 9. Socializations or rationalization of industries by making the state itself a major employer 10. Vesting of a proprietary interest of the workers in the industries in which they are employed.
Suggestions to Improve Industrial Relation:1. Both management and unions should develop constructive attitudes towards each other 2. All basic policies and procedures relating to Industrial Relation should be clear to everybody in the organization and to the union leader. The personnel manager must make certain that line people will understand and agree with these policies. 3. The personnel manager should remove any distrust by convincing the union of the companys integrity and his own sincerity and honesty. Suspicious, rumors and doubts should all be put to rest. 4. The personnel manager should not vie with the union to gain workersloyal to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only. 5. Management should encourage right kind of union leadership. While it is not for the management to interfere with union activities, or choose the union leadership, its action and attitude will go a long way towards developing the right kind of union leadership. Management gets the union it deserves is not just an empty phrase.
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1. Uninterrupted production The most important benefit of industrial relations is that this ensures continuity of production. This means, continuous employment for all from manager to workers. The resources are fully utilized, resulting in the maximum possible production. There is uninterrupted flow of income for all. Smooth running of an industry is of vital importance for several other industries; to other industries if the products are intermediaries or inputs; to exporters if these are export goods; to consumers and workers, if these are goods of mass consumption. 2. Reduction in Industrial Disputes Good industrial relation reduce the industrial disputes. Disputes are reflections of the failure of basic human urges or motivations to secure adequate satisfaction or expression which are fully cured by good industrial relations. Strikes, lockouts, go-slow tactics, gheraos and grievances are some of the reflections of industrial unrest which do not spring up in an atmosphere of industrial peace. It helps promoting co-operation and increasing production. 3. High morale Good industrial relations improve the morale of the employees. Employees work with great zeal with the feeling in mind that the interest of employer and employees is one and the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains of industry. The employer in his turn must realize that the gains of industry are not for him along but they should be shared equally and generously with his workers. In other words, complete unity of thought and action is the main achievement of industrial peace. It increases the place of workers in the society and their ego is satisfied. It naturally affects production because mighty co-operative efforts alone can produce great results. 4. Mental Revolution The main object of industrial relation is a complete mental revolution of workers and employees. The industrial peace lies ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers, employees and Government to work out a new relationship in consonance with a spirit of true democracy. Both should think themselves as partners of the industry and the role of workers in such a partnership should be recognized. On the other hand, workers must recognize employers authority. It will naturally have impact on production because they recognize the interest of each other. 5. New Programmes New programmes for workers development are introduced in an atmosphere of peace such as training facilities, labor welfare facilities etc. It increases the efficiency of workers resulting in higher and better production at lower costs. 6. Reduced Wastage Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help increase production. Wastages of man, material and machines are reduced to the minimum and thus national interest is protected.
Labor welfare has the following objectives: The purpose of labor welfare is to bring about the development of
the whole personality of the workers to make a better workforce. The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. To provide better life and health to the workers To make the workers happy and satisfied To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers.
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1. Labor welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status. 2. Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining 3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time. 4. Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency. 5. Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation. 6. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. 7. The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater extent by the welfare policies.
TRADE UNINON
A trade union is an organization of employees formed on a continuous basis for the purpose of securing diverse range of benefits. It is a continuous association of wage earners for the purpose of maintaining and improving the conditions of their working lives. It has been evolved to protect workers rights against management's atrocities in the modern industry. They raised a collective voice for the improvement of workers wages, working conditions, and their social welfare. Basically, workers joined trade unions to protect their economic, social and political interests and to satisfy their need for belongingness. It has been classified either on the basis of purpose or on the basis of membership structure. Reformist and revolutionary unions are formed on the basis of purpose. Reformist unions are further classified into business and uplift unions. On the other hand, revolutionary unions are further classified into political, anarchist, and predatory unions. Predatory unions can be either hold-up or guerilla unions. Craft unions, industrial unions, and general unions are based on membership structure. Over the years, the power of unionism has weakened due to a shift in the nature of workforce among other factors. Trade unions in India have always been plagued by multiple unionism, inter-union rivalry, political interference, financial weakness and uneven growth of unionism. With the advent of globalization and privatization, these unions fear that their importance and power will decline. The survival of these unions largely depends on their adaptability and improvement in their functioning. Their future success depends on their ability to develop healthy relations with employers and the government by redesigning their objectives, roles and strategies.
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Does anybody know the meaning of Grievance and Complaint, many of us will say its a same thing but sorry its not a grievance is a complaint that has been put in writing & thus made formal and a complaint which is merely an indication of employee dissatisfaction that has not been submitted in writing. In India major public company have union which have created a lot of strikes or lockout which affect the company performance and indirect effect on normal citizen. Unions know that employee dissatisfaction is a potential source of trouble, whether it is expressed or not. Hidden dissatisfaction grows and creates reactions that may be completely out of proportion to the original concerns. Therefore, it is important that dissatisfaction be given an outlet. A complaint, which is merely an indication of employee dissatisfaction that has not been submitted in writing, is one outlet. If the employee is represented by a union, and the employee says, I should get raise in salary at the rate of impossible percent which is supported by unions head, and he/she submits it in writing, then that complaint is a grievance. Grievance management in private companies. A grievance is a complaint that has been put in writing and thus made formal. Management should be concerned with both complaints and grievances, because both may be important indicators of potential problems within the workforce. Without a grievance procedure, management may be unable to respond to employee concerns because managers are unaware of them. Therefore, a formal grievance procedure is a valuable communication tool for the organization.
Grievance Responsibilities - The typical division of responsibilities lies between the HR unit and line managers for
handling grievances. These responsibilities vary considerably from one organization to another, even between unionized firms. But the HR unit usually has more general responsibilities. Managers must accept the grievance procedure as a possible constraint on some of their decisions. Management should recognize that a grievance is a behavioral expression of some underlying problem. This statement does not mean that every grievance is a symptom of something radically wrong. Employees do file grievances over petty matters as well as over important concerns, and management must be able to differentiate between the two. However, to ignore a repeated problem by taking a legalistic approach to grievance resolution is to miss much of what the grievance procedure can do for management.
Grievance Procedures - Grievance procedures are formal communications channels designed to settle a grievance
as soon as possible after the problem arises. First-line supervisors are usually closest to a problem; however, the supervisor is concerned with many other matters besides one employees grievance, and may even be the subject of an employees grievance. The grievance procedures differ from organization to organization. 1. Open door policy - Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other concerned matters of the company. Moreover, it is believed that open door policy is suitable for executives; operational employees may feel shy to go to top management. 2. Step-ladder policy - Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure, whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superiors decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief executive. If the chief executive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitrator is binding on both the parties.
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An organizations human resource is its most valuable asset. The employees are the repository of knowledge, skills and abilities that cant be imitated by the competitors. Technologies, products and processes are easily imitated by the competitors; however, at the end of the day, employees are the most strategic resource of the company. Generally, people are a firms most underutilized resource. And that is why management tries to empower the employees. Many managers are reluctant to fully accept and apply employee empowerment as they feel they have to" let go" of their power. Empowerment is not about "letting go, it's about sharing your power with the ones below you. However, employee empowerment will change processes and their impacts: as decision making, problem solving etc. Empowerment is a further step from participation; it's about action and autonomous decisions and analysis. Employees have full authority to not only participate in decision making processes but to make decisions based on their own findings and expertise. Successful empowerment involves trust, respect and openness. Employee empowerment is a process that benefits individuals, managers and the overall productivity of companies. Employees become more involved, feel valued and stimulated to over deliver. People who work on a job develop their skills daily. They know exactly what works efficiently and what doesn't. They also have very creative ideas on improving situations and solving problems. They become experts without the power of exercising their expertise. Employment relations require a greater responsibility on the part of the employer in managing disputes that might arise in an organisation. Employer/employee relations are often under stress. HRM must act as buffer in avoiding situations that lead to disputes and claims in courts. Mediation processes help in dispute resolution. Fairness in dealing with the dispute situations helps HRM to stand out from the organisation in which they are part of. The Employment Relations Act enables HRM to avoid disputes and punitive damage claims. Sound legal knowledge will be required to manage employment agreements, which will result in the avoidance of dispute situations.
EMPOLYEE EMPOWERMENT
An organizations human resource is its most valuable asset. The employees are the repository of knowledge, skills and abilities that cant be imitated by the competitors. Technologies, products and processes are easily imitated by the competitors; however, at the end of the day, employees are the most strategic resource of the company. Employee empowerment is a term used to express the ways in which non-managerial staff can make autonomous decisions without consulting a boss/manager. These self-willed decisions can be small or large depending upon the degree of power with which the company wishes to invest employees. Many managers are reluctant to fully accept and apply employee empowerment as they feel they have to" let go" of their power. Empowerment is not about "letting go, it's about sharing your power with the ones below you. However, employee empowerment will change processes and their impacts: as decision making, problem solving etc. Employees have full authority to not only participate in decision making processes but to make decisions based on their own findings and expertise. Successful empowerment involves trust, respect and openness. In your role as manager it's imperative to believe in your team's ability to operate and make decisions autonomously. At the same time it is also important to be there as a facilitator and a coach. The best approach to start the empowerment process is to discuss with your team and design a plan that makes empowerment a practice without overwhelming them. Empowerment is hard to measure. There are no statistics and number to determine percentages or amount of empowerment. It is important to identify qualitative criteria to measure the positive impact of empowerment without forgetting that the change does not happen overnight. Empowerment includes supervisors and employees working together to establish clear goals and expectations within agreed-upon boundaries. "An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success." - Stephen Covey