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1 What are the funct|ons that nk attempts to fu|f||| |n any organ|zat|on10 Marks

Ans 1he luncLlons LhaL P8 aLLempLs Lo fulflll ln any organlzaLlon are as follows
1 Puman resource plannlng LsLlmaLlng Lhe need for resources ln order achleve Lhe deslred buslness
resulLs P8 plans can be boLh shorL Lerm/lmmedlaLe as well as long Lerm/sLraLeglc 1he P8 Leam
parLners wlLh Lhe llne managers Lo undersLand Lhe buslness goals and LargeLs for Lhe year and
LogeLher plan Lhe P8 needs ln order Lo meeL Lhe goals

2 AcqulslLlon of Puman 8esources SLafflng Lhe organlzaLlon wlLh Lhe rlghL mlx of skllls and
compeLencles aL Lhe rlghL Llme lL also lncludes P8 lnlLlaLlves llke promoLlons and lnLernal [ob
posLlng Lo fulflll Lhls requlremenL for human resources SLafflng Leams ln organlzaLlon are usually
separaLe group of speclallsLs who work closely wlLh Lhe llne managers Lo undersLand Lhe skllls and
compeLencles needed for Lhe [ob and engage LogeLher Lo elecL Lhe besL LalenL for Lhe open poslLlon

3 1ralnlng and employee developmenL locuses ln managlng Lralnlng acLlvlLles Lo upgrade skllls and
knowledge as well as sofL skllls llke Lhe ream bulldlng and leadershlp 1he Lralnlng Leam ls agaln a
group of P8 speclallsL who proposes Lhe Lralnlng program and consulLs wlLh Lhe llne managers Lo
ensure LhaL Lhe program achleves Lhe deslred ouLcomes
4 8ulldlng performance managemenL sysLems locuses on Lhe rlghL processes Lo seL goals for
performance as lndlvldual / Leams and relaLed measuremenL meLhods 1hls ls core P8 acLlvlLy and ls
supporLed by Lhe Pr generallsL

3 8ewards sysLems LsLabllshlng approprlaLe compensaLlon sysLems and reward mechanlsm LhaL
would reward Lhe deslred ouLcome and resulLs ln accordance wlLh Lhe cooperaLe values 1he agaln
forms a parL of P8 generallsL's Lasks Poe employees progress ln a organlzaLlon how Lhey are pald
wrL lnLernal and exLernal markeL facLors whaL employee beneflLs are offered are some aspecLs
LhaL Lhls funcLlon redresses

6 Puman resources lnformaLlon sysLems 1haL would LhaL would Lake care of operaLlonal
LransacLlons form Lhe Llme an employee exlLs llke personal flles compensaLlon admlnlsLraLlon
payroll beneflLs admlnlsLraLlon and lssulng leLLers and LesLlmonlals 1haL Lask ls supporLed by as
separaLe P8 operaLlon Leam who acLs as an Pr helpdesk and provldes lnformaLlon Lo Lhe
employee/managers

2 D|scuss the cu|tura| d|mens|ons of Ind|an Work force 10 Marks

Answer
CulLural dlmenslon of Lhe lndlan workforce
1he foundaLlon for undersLandlng Lhe unlque work pracLlces aL a counLry level can besL be
undersLood by flrsL undersLandlng Lhe culLural aspecLs of Lhe counLry's workforce 1he ploneerlng
work done by uuLch sclenLlsL CeerL PofsLede ls a useful Lool ln undersLandlng Lhe culLural
dlfferences used Lo dlfferenLlaLe counLrles Pe ldenLlfled flve culLural dlmenslons around whlch
counLrles have been clusLered 1he dlmenslons are power dlsLance uncerLalnLy avoldance
lndlvlduallsm mascullnlLy and long Lerm orlenLaLlon CeerL PofsLede dlmenslons are based on
research conducLed among over 1000 l8M employees worklng globally Whlle Lhere conLlnued Lo be
oLher sLudles llke Lhe CLC8L (Clobal Leadershlp and CrganlsaLlonal 8ehavlour LffecLlveness) pro[ecL
and 1rompenaars lramework PofsLede's model ls mosL popular
ower ulsLance
ower dlsLance ls Lhe exLenL Lo whlch less powerful members of lnsLlLuLlons and organlsaLlons
accepL LhaL power ls dlsLrlbuLed unequally CounLrles ln whlch people bllndly obey Lhe orders of
superlors have hlgh power dlsLance
Plgh power dlsLance counLrles have norms values and bellefs LhaL supporL
-lnequallLy ls good everyone has a place some are hlgh some are low
-MosL people should be dependenL on a leader
-1he powerful are enLlLled Lo prlvlleges and
-1he powerful should yleld Lhelr power
lndla scores 77 on power dlsLance lndlcaLlng hlgh power dlsLance as a resulL of Lhe lnequallLles boLh
aL Lhe level of Lhe socleLy as well as Lhe aL Lhe workplace lndlan organlzaLlons Lyplcally have
hlerarchlcal sLrucLures poslLlon ylelds power and subordlnaLlon ls accepLable
1he dlmenslon of hlgh power dlsLance aL Lhe workplace can be besL undersLood as
-eople dlsllke work and Lry Lo avold lL
-Managers belleve LhaL Lhey musL adopL 1heory x leadershlp sLyle LhaL ls Lhey musL be
auLhorlLarlan and force workers Lo perform and need Lo supervlse Lhelr subordlnaLes closely
-CrganlsaLlonal sLrucLures and sysLems Lend Lo maLch Lhe assumpLlon regardlng leadershlp and
moLlvaLlon
-ueclslon maklng ls cenLrallsed
-1hose aL Lhe Lop make mosL of Lhe declslons CrganlsaLlons Lend Lo have Lall sLrucLures
-1hey wlll have a large proporLlon of supervlsory personnel and
-1he people aL Lhe lower levels ofLen wlll have low [ob quallflcaLlons
-Such sLrucLures encourage and promoLe lnequallLy beLween people aL dlfferenL levels

uncerLalnLy Avoldance
uncerLalnLy avoldance ls Lhe exLenL Lo whlch people feel LhreaLened by amblguous slLuaLlons and
have creaLed bellefs and lnsLlLuLlons LhaL Lry Lo avold Lhese
lndla scores 40 lndlcaLlng low Lo average uncerLalnLy avoldance characLerlsLlcs CounLrles wlLh low
uncerLalnLy avoldance have people who are more wllllng Lo accepL LhaL rlsks are assoclaLed wlLh Lhe
unknown and LhaL llfe musL go on ln splLe of Lhls
Speclflcally hlgh uncerLalnLy avoldance counLrles are characLerlsed by norms values and bellefs
whlch accepL LhaL
-ConfllcL should noL be avolded
-uevlanL people and ldeas should be LoleraLed
-Laws are noL very lmporLanL and need noL necessarlly be followed
-LxperLs and auLhorlLles are noL always correcL and Consensus ls noL lmporLanL
Low uncerLalnLy avoldance socleLles such as ours have organlzaLlon seLLlngs wlLh less sLrucLurlng of
acLlvlLles fewer wrlLLen rules more rlskLaklng by managers hlgher labour Lurnover and more
amblLlous employees
Such an organlsaLlon encourages employees Lo use Lhelr lnlLlaLlve and assume responslblllLy for Lhelr
acLlons uenmark and CreaL 8rlLaln are good examples of low uncerLalnLy avoldance culLures
Cermany !apan and Spaln Lyplfy hlgh uncerLalnLy avoldance socleLles

lndlvlduallsm
lndlvlduallsm ls Lhe Lendency of people Lo look afLer Lhemselves and Lhelr famlly only 1he opposlLe
of Lhls ls collecLlvlsm whlch refers Lo Lhe Lendency of people Lo belong Lo groups and Lo look afLer
each oLher ln exchange for loyalLy lndla scores 48 on lndlvlduallsm lndlcaLlng somewhaL low scores
Lherefore Lendlng Lowards a more collecLlvlsLlc socleLy
CollecLlvlsL counLrles belleve LhaL
-Cnes ldenLlLy ls based on ones group membershlp
-Croup declslon maklng ls besL and
-Croups proLecL lndlvlduals ln exchange for Lhelr loyalLy Lo Lhe group

CrganlsaLlons ln collecLlvlsL socleLles Lend Lo promoLe nepoLlsm ln selecLlng managers ln conLrasL ln
lndlvlduallsLlc socleLles favourlLlsm shown Lo frlends and relaLlves ls consldered Lo be unfalr and
even lllegal lurLher organlsaLlons ln collecLlvlsL culLures base promoLlons mosLly on senlorlLy and
age whereas ln lndlvlduallsL socleLles Lhey are based on ones performance llnally ln collecLlvlsL
culLures lmporLanL declslons are made by older and senlor managers as opposed Lo lndlvlduallsL
culLures where declslon maklng ls an lndlvlduals responslblllLy
lndlvlduallsm ls common ln Lhe uS Canada AusLralla uenmark and Sweden 1he people of lndla
lndonesla aklsLan and a number of SouLh Amerlcan counLrles exhlblL collecLlvlsm

MascullnlLy
MascullnlLy refers Lo a slLuaLlon ln whlch Lhe domlnanL values ln a socleLy are success money and
oLher maLerlal Lhlngs PofsLede measured Lhls dlmenslon on a conLlnuum ranglng from mascullnlLy
Lo femlnlnlLy lndla scores 36 Lendlng Lo be closed Lo mascullnlLy Lhan femlnlLy
ln hlghly mascullne socleLles [obs are clearly deflned by gender 1here are mens [obs and womens
[obs Men usually choose [obs LhaL are assoclaLed wlLh longLerm careers Women usually choose
[obs LhaL are assoclaLed wlLh shorLLerm employmenL before marrlage

3 Lxp|a|n the need for numan kesource |ann|ng system 10 Marks
We wlll aLLempL Lo dlscuss ln deLalls Lhe crlLlcal sLeps LhaL are parL of Lhe above sysLem
A urpose of Puman 8esource lannlng Puman 8esource lannlng fulflls lndlvldual as well as
organlzaLlonal goals WhaL lL essenLlally amounLs Lo ls sLrlklng a balance" beLween Lhe fuLurehuman
resources needs and Lhe fuLure enLerprlse needs And Lhls ls done wlLh Lhe clear ob[ecLlve of
maxlmlzlng Lhe fuLure reLurn on lnvesLmenL ln human resources And Lhls ob[ecLlve may be lald
down for a shorLLerm (lefor one year)
8 LsLlmaLlng/lorecasLlng Lhe fuLure Manpower 8equlremenLs Lhe flrsL sLep ln Lhe process ls Lo
arrlve aL Lhe deslred organlzaLlonal sLrucLure aL a glven polnL ln Llme Mapplng Lhls sLrucLure wlLh
Lhe exlsLlng sLrucLure helps ln ldenLlfylng Lhe gap ln resources requlremenL 1he number and Lype of
employees needed have Lo be deLermlned ln addlLlon Lo Lhe sLrucLure Lhere are a number of
exLernal facLors LhaL affecL Lhls deLermlnaLlon 1hey lnclude buslness forecasLs compeLlLor sLraLegy
expanslon plans producL/skllls mlx changes proflL/revenue growLh pro[ecLlons ln addlLlon Lo
managemenL phllosophy and governmenL pollcles 1hls sLep also lncludes an analysls of Lhe exLernal
labour/LalenL envlronmenL lLs demographlcs demand/supply of Lhe requlred LalenL and cosL
conslderaLlons
C AudlLlng Puman 8esources Cnce Lhe fuLure human resource needs are esLlmaLed Lhe nexL sLep ls
Lo deLermlne Lhe presenL supply of manpower resources 1hls ls done Lhrough whaL ls called Skllls
lnvenLory" A skllls lnvenLory conLalns daLa abouL each employee's skllls ablllLles work preferences
and oLher lLems of lnformaLlon whlch lndlcaLe hls worLh Lo Lhe company Skllls lnvenLory are also
referred Lo as compeLency dlcLlonarles 1hls lnformaLlon ls usually reLalned as parL of Lhe
performance managemenL sysLem wlLh Lhe P8 deparLmenL 1hls sLep ln Lhe P8 sysLem helps
ldenLlfy Lhe exlsLlng proflle of Lhe manpower and lLs efflclency lL helps hlghllghL where Lhe
organlzaLlon ls vs where lL oughL Lo be 1he sLep concludes wlLh ldenLlfylng clear gaps ln Lhe skllls/
manpower mlx requlred Lo meeL Lhe upcomlng buslness ob[ecLlves
u !ob Analysls AfLer havlng declded how many persons would be needed lL ls necessary Lo prepare
a [ob analysls 1he recorded deLalls of Lralnlng skllls quallflcaLlon ablllLles experlence and
responslblllLles eLc as needed for a [ob are sLudled !ob analysls lncludes Lhe preparaLlon of [ob
descrlpLlons and [ob speclflcaLlons
L ueveloplng a Puman 8esource lan 1hls sLep refers L Lhe developmenL and lmplemenLaLlon of
Lhe human resource plan whlch conslsLs ln flndlng ouL Lhe sources of labour supply wlLh a vlew Lo
maklng an effecLlve use of Lhese sources Some lmporLanL conslderaLlons aL Lhls polnL are
- Speclflc roles/dlsclpllnes belng hlred for of Lhem whlch roles are plvoLal for Lhe buslness
- CompeLencles and capablllLles needed
- Manager vs employee hlrlng
- Plre lnLernally vs LxLernal sourclng
- lannlng for new skllls Lhrough Lralnlng exlsLlng sLaff vs hlrlng new Leams
- ln case of surpluses plannlng for redeploymenL/ reducLlon ln workforce as requlred
- Successlon plannlng for key poslLlons ln Lhe company


4 L|uc|date the c|ass|f|cat|on of wages |n the Ind|an System

Answer 1he baslc purpose of wage and salary admlnlsLraLlon ls Lo esLabllsh and malnLaln an
equlLable wage and salary sLrucLure lLs secondary ob[ecLlve ls Lhe esLabllshmenL and malnLenance
of an equlLable labourcosL sLrucLure le an opLlmal balanclng of confllcLlng personnel lnLeresLs so
LhaL Lhe saLlsfacLlon of employees and employers ls maxlmlzed ls concerned wlLh Lhe flnanclal
aspecLs of needs moLlvaLlon and rewards
1he Lerm wage ls commonly used for Lhose employees whose pay ls calculaLed accordlng Lo Lhe
number of hours worked 1hus Lhe weekly pay check wlll flucLuaLe as Lhe number of hours acLually
worked varles 1he word salary applles Lo compensaLlon LhaL ls unlform from one perlod Lo Lhe nexL
and does noL depend upon Lhe number of hours worked
Salarled ofLen lmplles a sLaLus dlsLlncLlon because Lhose who are on salary are generally whlLe
collar admlnlsLraLlve professlonal and execuLlve employees whereas wageearners are deslgnaLed
as hourly nonsupervlsory or bluecollar Wageearners ln some organlzaLlons do recelve full wage
lf Lhey are absenL for such reasons as slckness whereas salarled employees especlally aL Lhe lower
levels ofLen recelve overLlme pay when Lhey work over Lhe sLandard work week
A [ob ls deflned as Lhe collecLlon or aggregaLlon of Lasks duLles and responslblllLles LhaL as a whole
ls regarded as Lhe reasonable asslgnmenL Lo an lndlvldual employee A [ob may lnclude many
poslLlons for a poslLlon ls a [ob performed by an lndlvldual and hence relaLed Lo a parLlcular
employee 1hus an employee as hls poslLlon buL many poslLlons may lnvolve Lhe same asslgnmenL
of duLles and consLlLuLe a slngle [ob 1he [ob lmpersonal Lhe poslLlon ls personal
A wage ls a compensaLlon usually flnanclal recelved by a worker ln exchange for Lhelr labor
Wages Lhemselves agaln Lake many forms a facL noL recognlzable ln Lhe ordlnary economlc LreaLlses
whlch excluslvely lnLeresLed ln Lhe maLerlal slde of Lhe quesLlon neglecL every dlfference of form
An exposlLlon of all Lhese forms however belongs Lo Lhe speclal sLudy of wage labour noL Lherefore
Lo Lhls work SLlll Lhe Lwo fundamenLal forms musL be brlefly worked ouL here
1he sale of labourpower as wlll be remembered Lakes place for a deflnlLe perlod of Llme 1he
converLed form under whlch Lhe dally weekly Lc value of labourpower presenLs lLself ls hence
LhaL of Llme wages Lherefore daywages Lc
nexL lL ls Lo be noLed LhaL Lhe laws seL forLh ln Lhe 17Lh chapLer on Lhe changes ln Lhe relaLlve
magnlLudes of prlce of labourpower and surplusvalue pass by a slmple LransformaLlon of form
lnLo laws of wages Slmllarly Lhe dlsLlncLlon beLween Lhe exchangevalue of labour power and Lhe
sum of Lhe necessarles of llfe lnLo whlch Lhls value ls converLed now reappears as Lhe dlsLlncLlon
beLween nomlnal and real wages lL would be useless Lo repeaL here wlLh regard Lo Lhe phenomenal
form whaL has been already worked ouL ln Lhe subsLanLlal form We llmlL ourselves Lherefore Lo a
few polnLs characLerlsLlc of Llmewages
nomlnal wages are wrlLLen down ln conLracLs beLween Lhe employee and Lhe organlzaLlon 8eal
wages somehow correcL nomlnal wages for prlces of goods and servlces boughL by Lhe employee ln
speclflc lnsLlLuLlonal seLLlngs nomlnal wages may be auLomaLlcally and frequenLly ad[usLed Lo
cerLaln lnflaLlon measures resulLlng ln a more or less consLanL real wages
arL of Lhe wage may be pald ln naLure (eg frlnge beneflLs) buL Lhe core ls usually pald wlLh money
Some flrms use sLock opLlons as parL of Lhe remuneraLlon package
A parL of flrms labour cosL ls glven Lo Lhe SLaLe ln Lerms of Laxes and conLrlbuLlons Lo soclal funds for
reLlremenL and unemploymenL 1hus ln many counLrles Lhere exlsLs a large dlscrepancy beLween
gross and neL wages
ln lndla Wages are classlfled as below
a Mlnlmum Wage
b lalr Wage
c Llvlng Wage
Mlnlmum Wage
A mlnlmum wage has been deflned by Lhe CommlLLee as Lhe wagewhlch musL provlde noL only for
Lhe bare susLenance of llfe buL for Lhe preservaLlon of Lhe efflclency of Lhe worker lor Lhls purpose
Lhe mlnlmum wage musL provlde for somemeasure of educaLlon medlcal requlremenLs and
amenlLles ln oLher words a mlnlmumwage should provlde for Lhe susLenance of Lhe workers
famlly for hls efflclency for LheeducaLlon of hls famlly members for Lhelr medlcal care and for some
amenlLles lL lsvery dlfflculL Lo deLermlne Lhe mlnlmum wage because condlLlons vary from place
Loplace lndusLry Lo lndusLry and from worker Lo worker Powever Lhe prlnclples for deLermlnlng
mlnlmum wages were evolved by Lhe CovernmenL and have beenlncorporaLed ln Lhe Mlnlmum
Wages AcL 1948 Lhe lmporLanL prlnclple belng LhaLmlnlmum wages should provlde noL only for Lhe
bare susLenance of llfe buL also for LhepreservaLlon of Lhe efflclency of Lhe workers by way of
educaLlon medlcal care and
Mlnlmum Wages lndla CurrenL Mlnlmum Wage 8aLe lndla
LeglslaLlve proLecLlon for workers Lo recelve a mlnlmum wage can be consldered as Lhe hall mark of
any progresslve naLlon lL ls one of Lhe fundamenLal premlses of decenL work ln lndla Lhe Mlnlmum
Wages AcL 1948 provldes for flxaLlon and enforcemenL of mlnlmum wages ln respecL of scheduled
employmenLs
1he AcL alms Lo prevenL sweaLlng or explolLaLlon of labour1( Accordlng Lo Lhe nSSC (200403) 61sL
round around 393 mllllon workers (86) ouL of Lhe LoLal workforce of around 437 mllllon workers
consLlLuLe Lhe unorganlzed/lnformal secLor ln facL 7 of Lhose employed ln organlzed secLor has
been ldenLlfled as lnformal workers ralslng Lhe Loll of lnformal secLor Lo 422 mllllon (92) )Lhrough
paymenL of low wages by ensurlng a mlnlmum subslsLence wage for workers 1he AcL also requlres
Lhe approprlaLe governmenL (boLh aL CenLre and SLaLes) Lo flx mlnlmum raLes of wages ln respecL of
employmenLs speclfled ln Lhe schedule and also revlew and revlse Lhe same aL lnLervals noL
exceedlng flve years
CurrenLly Lhe number of scheduled employmenLs ln Lhe CenLral sphere ls 43 whereas ln Lhe SLaLes
sphere Lhe number ls 1396 (when all sLaLes are counLed) WlLh effecL from november 2009 Lhe
naLlonal lloor Level of Mlnlmum Wage has been lncreased Lo 8s 100 per day from 8s 80 per day
(whlch was ln effecL slnce 2007) 8ecenLly wlLh effecL from Aprll 1 2011 Lhe naLlonal lloor Level of
Mlnlmum Wage has been ralsed Lo 8s 113 per day
Slnce Lhe respecLlve sLaLe governmenLs have been empowered Lo lndependenLly flx mlnlmum
wages dlsparlLles beLween wages ln nelghborlng sLaLes are common ln order Lo reduce Lhls
problem and brlng comparablllLy Lhe CenLral governmenL has seL up 3 reglonal commlLLees (Lable
below)2 for harmonlzaLlon of mlnlmum wages
lalr Wage
1he lalr 1rade movemenL ofLen clalms Lo pay Lhe producer a 'falr prlce' for hls producLs
1here ls no unlform economlc deflnlLlon of Lhe word 'falr' however wlLh as a consequence
LhaL Lhe word ls meanlngless 1hls arLlcle glves some approaches how Lo deflne 'falr prlce' ln
lndla sLarLlng wlLh Lhe calculaLlon of 'falr wages' A meLhod ls developed Lo calculaLe
mlnlmum falr wages and prlces for Lhe unorganlsed secLor where Lhere are no Lradeunlons
Lo represenL Lhe workers ln Lhelr negoLlaLlons 1hen Lhe approach ls applled Lo oLher counLrles
as well
Llvlng Wage
A LheoreLlcal wage level LhaL allows Lhe earner Lo afford adequaLe shelLer food and Lhe oLher
necesslLles of llfe 1he llvlng wage should be subsLanLlal enough Lo ensure LhaL no more Lhan 30 of
lL needs Lo be spenL on houslng 1he goal of Lhe llvlng wage ls Lo allow employees Lo earn enough
lncome for a saLlsfacLory sLandard of llvlng
lnvesLopedla explalns Llvlng Wage
1here are supporLers and crlLlcs of Lhe ldea of a llvlng wage and lLs effecLs on Lhe economy 1he
crlLlcs argue LhaL lmplemenLlng a llvlng wage esLabllshes a wage floor whlch wlll harm Lhe economy
1hey belleve LhaL companles wlll choose noL Lo hlre Lhe same number of employees aL such hlgh
levels of pay 1hls creaLes hlgher unemploymenL resulLlng ln deadwelghL loss as people who would
work for less Lhan a llvlng wage are no longer offered employmenL
SupporLers of Lhe llvlng wage on Lhe oLher hand argue LhaL beneflLlng employees wlll also help Lhe
company lf employees are more saLlsfled earnlng a llvlng wage Lhere wlll be less employmenL
Lurnover 1hls reduces expenslve recrulLmenL and Lralnlng cosLs for Lhe flrm 1hey also argue LhaL
Lhe hlgher wage wlll boosL morale Lmployees wlLh hlgh morale are expecLed Lo have hlgher
producLlvlLy allowlng Lhe company Lo beneflL from lncreased worker ouLpuL

S Ms S Sharma |s the Genera| manager nk of a pr|vate educat|ona| group She |s p|ann|ng for
the promot|on po||cy for the facu|ty members 1he norms are a|so ru|ed by the government po||cy
and cr|ter|a Moreover the opt|ons to promote are ||m|ted Suggest Ms Sharma the a|ternat|ve way
to vert|ca| promot|on What are the cha||enges |n |mp|ement|ng that opt|on? 10 Marks

Answer
ln verLlcal romoLlon employees are promoLed from one rank Lo Lhe nexL hlgher rank ln Lhe same
deparLmenL or dlvlslon 1hls ls based on Lhe bellef LhaL Lhls leads Lo effecLlve uLlllzaLlon of
experlence galned ln Lhe same deparLmenL lL also glves an opporLunlLy Lo Lhe employees Lo go up
whlle lncreaslng Lhelr speclallzaLlon ln Lhelr area of operaLlon Powever lL has goL one dlsadvanLage
1he vacancles may be very few ln a deparLmenL
Me Sharma can promoLe laculLy member Lo a rofessor buL ln Lhls Case a blggesL challenge for Me
Sharma ls a LecLurer worklng ln a parLlcular ueparLmenL may noL become a rofessor or Lhe Pead of
Lhe ueparLmenL unless hls superlors dle/reLlre/reslgn 1hls makes Lhe person frusLraLed 8esldes
Lhls Lype of promoLlon llmlLs a persons conLacL wlLh oLher deparLmenLs and does noL permlL hlm Lo
enhance hls knowledge/experLlse wlLh each years experlence
8ecause hls experlence would be one or Lwo years knowledge mulLlplled by 10 Lo 13 years roLaLlon
lf he does noL geL hls promoLlon aL Lhe rlghL Llme slnce Lhe room aL Lhe Lop ls llmlLed he wlll also
sLarL dlsllklng hls [ob / organlsaLlon As a resulL he becomes counLerproducLlve

As we can suggesL Lo Ms Sharma Lo conslder Lhe PorlzonLal promoLlons as an alLernaLlve way Lo
verLlcal promoLlon under Lhls pollcy an employee may be Lransferred from a poslLlon ln one
deparLmenL Lo a poslLlon of hlgher rank ln anoLher deparLmenL or Lo Lhe same rank ln a dlfferenL
deparLmenL lf Lhe Lransfer glves hlm an opporLunlLy Lo acqulre greaLer knowledge and wlder
experlence Lg lf a Senlor LecLurer cannoL geL promoLlon ln a parLlcular ueparLmenL for obvlous
reasons he may be Lransferred as 8eglsLrar of Lhe unlverslLy or as ConLroller of LxamlnaLlons or
ulrecLor of ulsLance LducaLlon Powever Lhere ls one dlfflculLy unless Lhe person ls qulLe dynamlc
and lnLelllgenL he may flnd Lhe new asslgnmenL a Lough one and lrksome 1o some lL may be a
cause for frusLraLlon
Powever for many PorlzonLal promoLlon even lf lL ls only a paper promoLlon ls a challenge slnce lL
allows Lhem [ob roLaLlon
6 A8C |s an organ|zat|on that wants to rev|se the nk po||c|es 8efore do|ng that |t wants to have
some deta||s about the fo||ow|ng
- What the emp|oyees th|nk about the company?
- What do they th|nk |n the company |s go|ng we||?
- What pract|ces |n the company they th|nk are not do|ng we||?
- Get the feedback on manager|a| effect|veness
Suggest the su|tab|e method to co||ect the emp|oyee op|n|on and exp|a|n the method
Ans Lmployee survey Lechnlques have developed slgnlflcanLly over Lhe pasL few years wlLh web
based Lechnologles lL ls easler and cheaper Lhan ever Lo collecL and manage daLa ln Lhe pasL any P8
drlven lnlLlaLlve was seen as LacLlcal and of llLLle real beneflL Lo Lhe organlzaLlon as a whole now
many enllghLened organlzaLlons see P8 and employee surveys as a powerful buslness lmprovemenL
Lool
CusLomers now have a greaLer range of cholces Lhan ever and are becomlng lncreaslngly beLLer
lnformed 1hls ln Lurn means LhaL many have very hlgh expecLaLlons and lf Lhey feel Lhey are belng
'shorL changed ln any way Lhey Lake Lhe lnlLlaLlve and swlLch Lhelr alleglance 1hls reducLlon ln
consumer loyalLy can creaLe dlfflculLles ln reLalnlng exlsLlng cusLomers causlng organlzaLlons Lo
lncrease Lhe amounL Lhey spend on engaglng new cusLomers
Consumer cholce has also broughL greaLer compeLlLlveness Lo Lhe markeL and ln many slLuaLlons lL ls
dlfflculL for an organlzaLlon Lo dlfferenLlaLe lLself from Lhe compeLlLlon ln Lerms of producLlon range
quallLy and prlce As a resulL Lhe maln dlfferenLlaLor for organlzaLlons has Lo be Lhe quallLy of
servlce LhaL Lhe cusLomer recelves lL ls vlLal for every lnLeracLlon Lo be a poslLlve one noL [usL for
Lhe cusLomer buL for Lhe employee as well lf Lhe cusLomer ls happy Lhey spend more money
whlch naLurally lmproves Lhe organlzaLlon's overall buslness performance
ulfferenL 1ypes of Lmployee Survey rograms
Annual cllmaLe and employee saLlsfacLlon surveys are by far Lhe mosL popular klnd of employee
survey acLlvlLy Powever Lhe followlng Lypes of survey programs are also galnlng ln popularlLy
- Comblnlng employee and cusLomer saLlsfacLlon sLudles
- rocedure/pollcy evaluaLlon
- AllgnmenL of employees behlnd new producL developmenL
- AllgnmenL of employees behlnd organlzaLlonal rebrandlng and reposlLlonlng efforLs
- Managlng employees Lhrough organlzaLlonal change programs (eg merger
acqulslLlon/downslzlng eLc)
- lnLernal cusLomer servlce evaluaLlons
- lnLernal communlcaLlons evaluaLlons
- LvaluaLlon and deslgn of dlfferenL beneflLs schemes

ueflnlng Lmployee Survey Coals and Cb[ecLlves
8efore sLarLlng on a sLaff survey process lL ls vlLal Lo deflne a seL of ob[ecLlves for Lhe survey
WlLhouL Lhese ob[ecLlves Lhe survey program wlll lack focus and lL wlll be dlfflculL Lo ralse
enLhuslasm for Lhe survey among your key lnfluencers and declslon makers All employee survey
programs need Lo be seen as a companywlde lnlLlaLlve LhaL ls drlven by managers and employees
from across Lhe whole organlzaLlon and noL someLhlng LhaL ls solely lnlLlaLed and managed [usL
wlLhln P8
uecldlng on Lhe ApproprlaLe Survey MeLhodology
ueflnlng ob[ecLlves aL Lhe ouLseL wlll help Lo deLermlne Lhe meLhodology because Lo meeL Lhe
deslred ob[ecLlves you wlll need Lo conslder Lhe followlng
- Are all employees affecLed and should all employees need Lo be lnvolved?
- Wlll changes and lmprovemenL acLlon be requlred aL dlfferenL levels across Lhe organlzaLlon?
- Pow wlll managers and employees be engaged ln Lhe lmprovemenL process?
- Pow wlll awareness of Lhe survey lLs resulLs and lmprovemenLs be ralsed and managed among
employees?
- Pow wlll Lhe progress of lmprovemenL acLlons be revlewed monlLored and communlcaLed over
Llme?
;uanLlLaLlve and quallLaLlve research meLhods can boLh be hlghly effecLlve ln employee surveys lL ls
essenLlal Lhough Lo ensure LhaL Lhe correcL meLhodology ls used for Lhe Lype of survey belng
conducLed
Lmployee saLlsfacLlon surveys are Lhe mosL common form of quanLlLaLlve research 1here are
occaslons when boLh meLhodologles can be effecLlvely comblned lor example ln an employee
saLlsfacLlon survey you may declde Lo use focus groups before deslgnlng Lhe survey ln order Lo
deLermlne Lhe survey conLenL and/or plloL quesLlonnalre
Lmployee SaLlsfacLlon Surveys lL ls worLhwhlle examlnlng employee saLlsfacLlon surveys ln more
deLall glven LhaL Lhey are Lhe mosL popular Lype of employee survey
- re Survey
- uurlng Lhe Survey
- osL Survey
- 8eLween Surveys
An ln18CuuC1lCn 1C LMLC?LL Su8vL? 1LCPnl;uLS
lannlng for Lmployee SaLlsfacLlon Surveys
1he followlng ouLllnes some of Lhe facLors LhaL should be communlcaLed aL each sLage of Lhe
process
re Survey
- Cb[ecLlves of Lhe survey raLlonale for Lhe survey and how Lhe resulLs wlll be fed back
- use an lndependenL LhlrdparLy agency for daLa collecLlon and analysls
- 1lmlng of Lhe daLa collecLlon
- Senlor managemenL commlLmenL Lo Lhe survey
- lmporLance of geLLlng a good response raLe so LhaL all employee oplnlons are heard
- lmporLance of parLlclpaLlon
- MeLhodology Lo be used
- Assurance LhaL Lhe sLudy wlll proLecL anonymlLy and preserve confldenLlallLy
uurlng Lhe Survey
- 8emlnder of Lhe ob[ecLlves and assurance LhaL acLlon wlll be Laken
- Assurance LhaL lndlvldual surveys cannoL be seen
- 8egular remlnders and a noLlce of when Lhe survey compleLlon perlod wlll end
- Pow Lhe resulLs wlll be acLed upon
- updaLe on currenL response raLe
- 8elnforce Lhe lmporLance of parLlclpaLlon
- Pow employees can parLlclpaLe and whaL employees should do lf havlng problems accesslng or
compleLlng Lhe survey
- 8elnforce anonymlLy and confldenLlallLy of Lhe resulLs
osL Survey
- 1hank employees for parLlclpaLlng and communlcaLe how resulLs wlll be shared
- llnal response raLe (Company wlde vs 8uslness unlLs/ulvlslons)
- ueLall on how employees should geL lnvolved ln Lhe lmprovemenL acLlon plannlng process
- Local resulLs and local lmprovemenL acLlon plannlng
- rovlde Loplevel summary resulLs
- 8emlnder of Lhe acLlon plannlng process
8eLween Surveys
- PlghllghL and recognlze successful examples of acLlon plannlng and progress made
- 8ecognlze Lhe conLrlbuLlons of Leams and lndlvlduals Lo Lhe acLlon plannlng process
- Senlor managemenL endorsemenL and supporL of Lhe flnal acLlon plan/survey ouLcomes
- ueLalled plans for Lhe nexL survey
- PlghllghL any areas where acLlon cannoL be Laken and Lhe reasons for Lhls
- PlghllghL Lhe lmpacL of acLlon plannlng on cusLomer servlce and buslness performance
LlecLronlc and WebLnabled
lncreaslngly organlzaLlons are sLarLlng Lo move Lowards elecLronlc meLhods of surveylng Lhelr
employees and Lhe mosL common meLhod ls hosLlng a webenabled survey

;uesLlonnalre ueslgn
1he deslgn of Lhe quesLlonnalre ls lmporLanL as lL can have as much lnfluence over Lhe response raLe
as Lhe meLhod of compleLlon
1he key lncenLlve
ln conLrasL Lo Lhe weak lnfluence of lncenLlves research shows LhaL employees are more llkely Lo
parLlclpaLe ln an employee survey lf Lhey belleve LhaL Lhe resulLs wlll be acLed upon 1he golden rule
of Lhls Lype of survey ls LhaL lf you do noL lnLend Lo acL on Lhe resulLs Lhen do noL conducL Lhe
survey ln Lhe flrsL place
8esulLs Analysls and 8eporLlng
1here are many dlfferenL ways of analyzlng cuLLlng and reporLlng resulLs and each organlzaLlon has
Lo declde lndlvldually on Lhe besL meLhod for Lhelr needs



lM8CvLMLn1 AC1lCn LAnnlnC
8ackground As noLed earller Lhe guldlng prlnclple of employee survey ls LhaL lf you are noL
prepared Lo acL on Lhe resulLs Lhen do noL conducL Lhe survey ln Lhe flrsL place ?ou have spenL Llme
and efforL geLLlng employees enLhuslasLlc abouL Lhe survey and Lhey now have hlgh expecLaLlons
LhaL Lhere wlll be lmprovemenL acLlvlLy ln whlch Lhey wlll be lnvolved
lmprovemenL acLlon plannlng should be Lop down process where Lhe prlorlLles for Lhe organlzaLlon
are ldenLlfled communlcaLed and acLed upon aL Lhe senlor managemenL level 1hen movlng down
Lo ulvlslonal and unlL levels local Leams should ldenLlfy and Lackle Lhe Lhlngs LhaL Lhey have dlrecL
conLrol over and escalaLe anyLhlng else back upwards
rlorlLlzlng lmprovemenL AcLlons rlorlLlzaLlon of lmprovemenL acLlons should be Laken under
conslderaLlon Some organlzaLlons sLruggle wlLh lmprovemenL acLlon plannlng because Lhey Lry Lo
Lackle far Loo many lmprovemenL acLlons aL once and sLarL spreadlng Lhe valuable resources Lhey
have Loo Lhlnly over Loo many acLlons Cur recommendaLlon ls LhaL noL more Lhan Lhree Lo four
lmprovemenL acLlons should be Lackled aL one Llme and LhaL furLher acLlons should noL be pursued
unLll aL leasL one of Lhe exlsLlng acLlons has been fully compleLed
1he speclflc componenLs of Lhe plan should be as follows
1 Area for lmprovemenL WhaL ls Lhe problem? WhaL lmpacL ls lL havlng on employees and
cusLomers? WhaL ls causlng Lhe problem?
2 WhaL needs Lo Pappen Speclfy Lhe speclflc lmprovemenL acLlon LhaL ls requlred Lo address Lhe
problem
3 Pow lL Wlll Pappen Speclfy Lhe process and acLlvlLles requlred as parL of Lhe lmprovemenL acLlon
4 1lmellnes lL ls lmporLanL Lo have a LargeL daLe for compleLlng Lhe dellvery of Lhe acLlon 1hls seLs
Lhe focus LhaL any LargeL dellvery daLe ls reallsLlc and achlevable and lL may be sLreLched lf noL meL
3 AcLlon Cwner lL ls lmporLanL for one person Lo be allocaLed ownershlp for Lhe acLlon 1hls does
noL necessarlly mean LhaL Lhls person ls solely responslble for Lhe dellvery of Lhe acLlon buL Lhey are
responslble for ensurlng LhaL Lhe dellvery does acLually happen Cwnershlp for acLlons should be
spread around Lhe Leam so LhaL no one person ls overburdened
6 8esources Speclfy and deLermlne whaL lndlvldual resources are requlred such as personnel
money maLerlals or supporL from oLher parLs of Lhe organlzaLlon
7 lmprovemenL 1argeLs lL ls lmporLanL Lo be able Lo deLermlne wheLher lmprovemenL acLlons are
havlng Lhe deslred effecL by seLLlng lmprovemenL LargeLs 1he survey can be used as a source for Lhls
by pulllng ouL approprlaLe quesLlons and seLLlng LargeLs for lmprovlng Lhe resulLs Lo Lhese quesLlons
ln Lhe nexL survey
8 MeLhod of MeasuremenL LlsL Lhe daLa sources LhaL wlll provlde Lhe lnformaLlon needed for
lmprovemenL LargeLs
9 8evlew uaLes Speclfy all of Lhe daLes when Lhe lmprovemenL acLlon wlll be revlewed
10 8evlew of rogress 1hls sLep should be compleLed afLer each revlew Lo ouLllne Lhe progress
made agalnsL Lhe acLlon
11 CompleLlon uaLe 1he daLe when Lhe acLlon was flnally compleLed
12 lmpacL CompleLed afLer Lhe acLlon has flnally been dellvered Lo deflne Lhe lmpacL and dlfference
LhaL Lhe lmprovemenL acLlon has made Lo employees cusLomers and Lhe buslness overall

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