Professional Documents
Culture Documents
6.1 Introduction :
The policies and practices are always based upon the mindset of the
entrepreneurs as well as by and large culture and climate of the respective
organization. However, the framework of marketing the products
manufactures by them creation of goodwill strategy for advertisement and
promoting their products through found different and distinctive as
compared to other organizations thee tactical and strategic planning is
helping them to earn profit, retain and enlarge their market share. The
practices rendered reflecting the organization structure is indicated in this
chapter.
The requirement of manpower must be ascertained on the basis of
scientific methods. Therefore, Management Programme starts with job
surveys,
quantifying
the
workload,
defining
job
specification,
correspondingly devising the man specification & to fit them at the proper
place. However on account of death, superannuation, resignation, transfer,
promotion etc. if vacancies are arising then the right man at the right place at
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right time & reasonable pay package & right accountability to the posted.
This chapter covers HR practices in Pharma industries,
6.2 Human Resources Planning :
6.2.1 Process of Human Resources Planning :
Once the premises are identified, the human planning starts with
forecasting and manpower audit as well as Objective setting. This enables
the planner to determine the actual manpower of the organization as
portrayed on Fig.
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planning (may be for five years or so) is envisaged for the accomplishment
of the long-term objectives of the strategic planning of the organization,
short-term human resources planning or contingency planning is made for
achieving the objectives in the short-run. Thus, short-term and medium-term
plans are linked with long-term planning. Thus, in accordance with the
company's long-term and short-term objectives, the human resources
management sets its Objectives.
For example, if a modernization of the plant is planned by the top
management in their strategic planning for the next five years, the human
resources department has to start from this objective and plan for human
resources for the modernization, pre-modernization and post modernization
periods. HR planning must take care of recruitment, selection, training and
development to meet the modernization and post-modernization purpose
with schemes for golden handshake or retraining and redeploying as well as
for additional recruitment wherever necessary. Separating redundant labor
and training and updating the existing labor must also include the human
resource planning. Modernization plan is bound to fail unless proper
manpower planning is envisaged to cope with the (modernization On the
basis of the objectives, additional manpower needs are determined. Number
of people to be replaced, number of them to be procured a fresh, number of
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2.
3.
4.
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for every individual in the organization., As F. H. Ferris puts it, "what a man
makes out of his work is important but what his work makes out of him is
more important". It is appraisal that judges what the individual does for the
organization and what the organization should give to the individual. We
therefore, concentrate some attention on the appraisal function of the' human
resources management.
Performance appraisal is an indispensable aspect of human resource
development, which enables the management to understand where their
people stand, what is expected of them, what they actually do, where they
lack, how they can be updated, and so on. We have examined the appraisal
system in detail separately later.
As a part of appraisal many companies follow a confidential report
system. We confidential information and the remarks of the reporting and
reviewing officers are kept secrets. Such confidential reports are not
communicated to the concerned individual, but used as the basis for
decisions concerning them. This is not a policy conducive to the HRD
policy.
Appraisal system must, on the contrary, be in-built as a sub-system of
the whole HRD system. Appraisal must be a normal aspect of human
resources management, and appraisal interviews must be held at regular
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intervals, not to find faults of the employees, but to understand the strengths,
weaknesses, need for further development, potentials, performance,
contribution to the organizational goals, capabilities, organizational
commitment, knowledge levels, expectations, aspirations, drawbacks, needs
as a human being, abilities, and so on. Both positive and negative aspects
concerning each individual must be communicated to the respective person
confidentially; and the individual's weaknesses and drawbacks must never
be given publicity. Programmes must be planned for developing every
individual in terms of his capabilities, updating technical human and
behavioral capabilities, overcoming weaknesses, improving productivity of
his strengths and so on. It is the appraisal that determines the worth of every
employee. One who is capable to take up challenges and responsibilities can
be given greater responsibility. One who has the potentials to accept
challenges and responsibilities can be trained to be effective. Thus, effective
delegation must be based in proper appraisal.
6.3.2 Performance Appraisal Process :
Appraisal is the process of evaluating the performance or contribution
of a company's own people, especially executives or managers towards the
objectives and goals of the company. In large professionally managed
organizations, every executive is subject to periodic appraisal which can
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(b)
(c)
Ability
to
identify
resource
gaps
by
the
use
of
basic
(e)
(f)
Ability to see the larger picture as well as recognize the need to get
into micro details.
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(g)
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Human
resources
information
system
helps
the
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abilities of people who are supposed to carry out the activities, the manager
classifies the activities and divides the whole work into manageable
activities and tasks. Then he groups these activities and tasks into an
organization structure, and selects people to shoulder the responsibilities
connected with the activities.
As a single individual cannot accomplish all the activities pertaining
to a work, organizational structure is created. It means that every individual
has a task to accomplish; a task which is most suited to his ability, talent and
temperament. Activities carried out by all such individuals must be
coordinated which is the most basic function of an organization. Such a
coordination results in the establishment of an organizational structure.
Thus, an organizational structure enables an appropriate division of
work, departmentalization, delegation and coordination. Hence, it is
essential for an organization builder to ensure that these aspects are clearly
facilitated and perfected by an organization for which organization
development is an essential prerequisite. This is the reason why every
manager is involved in organization development. According to Scheir, "an
organization is the rational coordination of the activities of a number of
people for the achievement of some common explicit purpose or goal,
through division of labour and function, and through a hierarchy or authority
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is here that the organizational framework comes into existence. This is the
reason why Earnest Dale observed, "Organization will be considered a
means of getting people act together for a purpose, particularly for a
business purpose. Also the business organization itself will be considered to
narrowef.limits1hanth~e sometimes ascribed to it". An organization chart
represents the framework that consists of all such different functions
coordinated and integrated, each function (activity) of a department being
represented by an individual.
Obviously, an organization is a well planned social system,
represented by a structure rationally coordinating the activities and functions
of many people identified with various individual positions for the
achievement of the common predetermined objectives and goals through
organizational hierarchy or delegation of authority and responsibility. Thus,
every organization consists of many people: Senior managers, middle layer
managers, lower level major executives, scientific staff, technical staff,
research and development people, skilled workers, and so on. They form the
human resources of the company; their skills, knowledge, ability, talents,
potentiality and commitment.
When the jobs, tasks, and functions of all such people are classified,
divided and grouped under executives and people at various levels, it would
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an individual explores the possibilities to get into and develop a career. Once
he gets into a career which he desires to retain, his effort would be to
establish himself in it. As long as he fails to gain a career which he wants to
stick to, his exploration stage will continue. On the other hand, as long as his
search for a good career continues, he may not stick to a career. Once he
attains a career which he desired for, his effort would be to establish him in
the career.
According to another view, a career may undergo five stages, viz.,
fantasy stage, tentative stage, realistic choice stage, mobility stage, and
stagnation stage. During the fantasy stage, a person may not relate his
occupation or career choice to his intellectual or personnel capabilities or
qualifications. During the tentative period a person may recognize the need
to decide on a career, while the person tries to work out a suitable
occupational plan in accordance with the existing realities in the realistic
choice stage. During the mobility stage the person gains spectacular growth
of his career and hence he may make changes for better prospects. The final
stage is stagnation when his mobility is limited and he may be locked into
his current job. In this context, the concept of career anchors deserves a
reference.
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A revolutionary
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constantly deal with the cultural gaps, and working the organization culture
if relationship to the particular national culture in which it is embedded.
Human resources development must focus on new organization forms.
Human resource planning and development strategy must be rightly coupled
to business strategies to the extent that the whole organization may take the
shape of a viable global organization, New concepts regarding what is work
and how to redistribute tasks, redefine roles, authority relationship and
sources of power must be based on the new models emerging globally.
Recruiting, selecting, developing, rotating, and managing human resources
must aid such a global organization with a new form and perspective.
Human resource development must be able to develop overall
capability of individual employees of an organization, and discover and
exploit their own potentials for the common goals of the organizations to
which they belong, for the betterment of themselves and their families, and
for the country as a whole. For this purpose appropriate job design and
succession plan must be integrated with any human resource development
programme. In fact, HRD approach may take into account the principle of
"form-storm-norm-perform".
Six dimensions of human resource development which were put
forward by 'Udai Pareek and T. V. Rao included the four areas which T. V.
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Rao had presented. These six dimensions are: (a) Performance, appraisal ;(b)
Potential appraisal; (c) Employee counseling; (d) Career development and
planning; (e) Training; and (1) Organizational development. In general any
human resource development programme must enable the companys people
to acquire and sharpen their abilities to perform well on their, develop and
stimulate their potentialities, and to help them make their best contribution
to develop' an organizational culture of team spirit, cordial relationship,
human values and oneness of the management and its people. From this
view point HRD enables an executive to gain a job that provides variety and
challenge to one's ability and competence, opportunity to learn and develop
skills and competence, social support and recognition at work place,
opportunity to relate what an individual performs and produce to his social
life, and feeling that work would lead to a desirable future as S. N. Pandey
observed.
Thus, HRD a continuous process, which matches organizational, needs for
human resources and the individual needs for a career development. It
enables the individuals to gain their best human potential by attaining a total
all round development. It promotes dignity of employment of every
employee of an organization, and provides opportunities for team work,
personal development and career development. Hence a well planned HRD
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(ii)
(iii)
Performance Appraisal;
(iv)
(v)
Potential Appraisal;
(vi)
Effective counseling;
(vii)
(viii)
(ix)
Management development;
(x)
Technical development;
(xi)
Supervisory development;
(xii)
Organization development;
(xiii)
(xiv)
Succession planning;
(xv)
(xvi)
Feedback.
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(ii)
(iii)
(iv)
(v)
(vi)
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2)
3)
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2)
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3)
4)
5)
6)
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6. Are they consistent with the existing trends towards human resource
management and research?
7. What are the controls that exist for ensuring their effective and uniform
application?
8. What measures exist to modify them to meet the organizational
requirements?
Most organizations that employ HR audit examine the employment
statistics pertaining to a period making use of ratios (given below) :
Effectiveness Ratios :
Ratio of number of employees to total output in general.
Sales in dollars per employee for the whole company or by organizational
unit (business).
Output in units per employee hour worked for the entire organizational unit.
Scrap loss per unit of the organization.
Payroll costs by unit per employee grade.
Accident Ratios :
Frequency of accident rate for the organization as a whole or by unit.
Number of lost-time accidents.
Compensation paid for accidents per 1,000 hours worked.
Accidents by type.
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tools in the tool kit of human resource managers, mainly because they are
determinants of effective behavior in an organizational setting.
6.8.2 Nature of Motivation :
Motivation is considered as one of the most important aspects of
actuating because it is motivation that energizes the behavior of people,
while behavior activates action and action leads to actuation. Motivation is a
set of concerned with the force that energizes behavior and directs it toward
attaining some goal. It is the need that leads to motives resulting in
motivation. A hungry person goes to a hotel and takes food. Hunger is the
need and "quenching hunger is the motive which motivate the hungry person
to go to a hotel and acts to consume food.
6.8.3 Motives and Motivation :
A motive is an inner state which stimulates action or moves backed by
drive. It can be the cause of an inner drive. The terms like wants, wishes,
aims, goals, drives, motives and so on are related to motivate This may be
the reason why the Latin word "movere" which means to move" is
considered the root of the term motivation.
The relationship between needs drives and goals can make an integral
part of motivation. Motivation implies a goal toward which the movement
occurs. It means that motivation causes action. The inner needs lead to
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behavior and related action. Needs are synonymous with wants motives or
impulses which result in action, while a drive is a force that affects a
situation by pushing on a specific direction. Goals, on the other hand, are
ultimate objectives for the achievement of which behavior and action are
directed.
The term motivation may include any inner condition of the person
that initiates or directs his behavior towards a particular goal. The
motivation can be defined as the inner drive of a person which energizes his
action for the achievement of certain goals for the satisfaction of the given
wants or needs.
Motivation can have one or more motives backed by needs and wants
with an internal drive to act. It is related to behavior on the one hand and
action on the other, and is a moving or guiding force. "Needs set up drive to
accomplish goal; this is what motivation is all about. In a
Systems sense, motivation consists of the three interacting and
interdependent elements of needs, drives and goals", as Luthans puts it.
6.8.4 Willingness to take additional responsibilities : This refers to the
inherent quality in an individual of being self-motivated to be accountable
for areas adjacent to one's own as well as at levels higher than where the
individual is positioned.
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6.8.5 Teamwork :.
This needs display of sensitivity toward personal behaviour of the members/
participants in a group. Making interventions with the objective to add value,
adopting open communication on all matters related to group/team and
display of accountability to the other members in the group/team.
6.8.6 Subordinate development :
This requires understanding subordinates, respect to their personal and
professional needs. The superior should be able to provide them with a role
model and guide them, properly with the objective of enabling the
subordinates to achieve higher order of job skills and competence.
6.8.7 Negotiation skills :
These are required to ensure a transaction which is mutually beneficial to the
parties. Possessing clarity of purpose, practical creativity, and market
orientation along with a high order of quantitative skills are essentials for
successful negotiation.
6.8.8 Problem solving and decision making :
Ability to evolve a solution on difficult/complex, issue/matter by adopting a
resolution after due consideration to all intervening factors in an objective
manner is what one should possess to be a good decision maker.
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the right time and in the right position. Succession planning is the business
of identifying particular individuals as possible succession for specific
positions and suitable posts for particular individuals already working in the
organization. :
What are the activities which form the core of succession planning or
management?
Analysis of the demand for manager and professional by levelfunction,
Audit of existing executives and projection of likely future supply
from internal and external sources.
Planning individual Career paths based on objective estimates of
future needs and drawing on reliable appraisal and assessment of
potential.
Career counseling undertaken in the context of a realistic
understanding future needs of the firm as well as those of the
individual.
Accelerated promotion schemes with development targeted against
the future needs of the business.
Performance related training and development to prepare individuals
for future roles as well as their current responsibilities.
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The key characteristics of the job and that of the persons to fill it.
b.
A time schedule for selection, based on the urgency with which the
vacancy has to be filled up.
c.
d.
For routine vacancies, many of these issues may not arise. However, they
are very relevant in the case of senior positions, newly created jobs,
'problem' jobs subject to high labour turnover etc. Having interacted with the
manager and if possible, past or present Job holders, sufficient information
will be available from which to draw inferences as to the skills and personal
qualities are required of a successful job holder.
6.9.4 SOURCES OF RECRUITMENT :
In general, the sources of employment can be classified into two
types-internal and external. Filling a job opening from within the
organization has the following advantages:
Stimulating preparation for possible transfer or promotion
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I :
D :
A :
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coincide with hiring on the basis of merit but the interest and loyalty to the
enterprise are the off-setting advantages.~
Leasing
To adjust to short-term fluctuations in personnel needs, the possibility
of leasing personnel should be considered. In leasing, the company not only
gets well trained personnel but also avoids any obligations in pension,
insurance and other fringe benefits.
Every company cannot afford to develop every source of manpower to
the fullest extent. Sources utilized should be evaluated and judged in terms
of the degree of success in obtaining competent personnel. For each major
category of jobs, present personnel can be evaluated for job successes. If a
co-relation is discovered between successful personnel and particular
sources, those sources should be further developed.
Success in recruitment can be judged by utilizing a number of criteria.
Some of them are the number of applications received, number of offers
made, number of personnel recruited, and number of successful placements.
Out of these, the number of job applicants has least value in determining the
effectiveness of the programme. The number of offers made is a better
indication of the quality of recruitment. The number of personnel recruited is
indicative of getting closer to the real objective of securing an adequate
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forms. Are there any gaps between school and higher education and if so
what happened during this time? Does the career record contain a series of
jobs running consecutively one to the next or are there periods unaccounted
for? Check the form in this way for ambiguous information and follow this
up at the interview stage.
Stage 2: Tests
These include tests of intelligence, aptitude, ability and interest. Tests
in intellectual ability, spatial and mechanical ability, perceptual ability and
motor ability have shown to be moderately valid predictors for many semiskilled and unskilled operative jobs in the industrial organizations.
Intelligence tests are reasonably good predictor & for supervisory positions.
But the burden is on management to demonstrate that any test used is job
related. There are two sets of tests-performance and psychological. These
are discussed below:
Performance simulation tests: These tests are aimed to find out if the
applicant can do the lob successfully by asking him to do it. They have
become very popular these days. The enthusiasm for these tests lies on the
fact that they are based on job analysis data and, therefore, easily meet the
requirements of the job relatedness as compared to the written tests. The two
of the known performance simulation tests are:
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I.
II.
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Intelligence tests. One of the first intelligence tests, the Binet Simon
test, assumed that intelligence was a general trait - a capacity for
comprehension and reasoning. Thurstone differentiated primary
mental abilities from the general trait of intelligence and created more
specialized types of intelligence tests for reasoning, word fluency,
verbal comprehension and arithmetical ability. While the Wechsler
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III.
Interest tests. These tests are designed to find out the interest of an
applicants job he/she has applied for. Two of the most widely used
tests are:
a. Strong vocational interest blank - in which the applicant is
asked whether he/she dislikes or is indifferent to many
examples of school subjects, occupations, amusements,
peculiarities of people and particular activities. The answers are
compared with the answers earlier given by successful people
professions and occupations.
b. Kuder preference record in which a questionnaire tests the
interest in mechanical, scientific, clerical, social service,
computation, persuasive, artistic, literary, musical abilities.
Kuder has also designed techniques to differentiate honest
answers and those designed to make a good impression. The
system is reported to be 90 per cent accurate in detecting
dishonest answers.
IV.
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for selection. The following steps are recommended to improve the validity
of interviews:
Structure the interview so that it follows a set procedure. Unstructured
interviews have too much variability to be effective decision guides.
Provide training to interviewers.
Interviewers should have detailed information about the job for which
the candidates are being interviewed.
Standardize the evaluation form.
Interviewers should take down the notes during the interview.
Knowledge of pseudo-sciences such as physiognomy-study of facecan provide a valuable help to the interviewer.
Stage 4: Selection Decision
In practice, the final decision will probably be between three or four
candidates, since most, will have been eliminated during the earlier stages,
or at the application form stage, through failing to meet the quantitative
requirements. The rest will be eliminated after the interview, again on the
quantitative evidence or through failure to meet requirements based on
personality or motivation.
It is unlikely that any of the three or four remaining applicants will
meet the person specification in every way. The personnel specialist together
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with line management will now have to weigh up the strengths and
weaknesses of each candidate. One may have more experience while another
may have greater development potential and so on. At the end making the
right decision depends on management judgment; the evidence must be
assessed and the best match made of person to specification; whilst taking
into account the present and future demands of the job.
The HR policies are reflecting the companies objective with due
reference to culture, climate, conducive environment, induction policy and
exposure & exploration of academic knowledge to suit the practical wisdom.
The provision of health workers which are sufficiently trained to meet
present & future needs of the activities of present and future health
manpower development. It involves planning, production, management of
health i.e. estimation of needs & taking of steps to see that they are
appropriately trained.
Recruitment and selection is a vital function of HR in the
organization, slightest mistake lead to a square peg in the round hole. In the
long run, these people would be a liability to the organization, becoming
problem children. The role of HR manager is very crucial in selection and
recruiting the right kind of people who can be an asset for the company.
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