Module -II

Acquiring and Developing Human Resource

HUMAN RESOURCE PLANNING

Human resource planning is the process including forecasting, developing and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing things for which they are economically most useful.

According to Terry L.Leap and Micheal D. Crino, HR Planning includes estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available and what, if anything must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future.

TECHNIQUES OF FORECASTING HR DEMAND

According to Gary Dessler, specific techniques for forecasting human resource requirements include the following: (i) Trend analysis
The study of a firms past employment needs over a period of years to predict future needs. (ii) Ratio analysis A forecasting technique for determining future staff needs by using ratios between sales volume and number of employees needed. Assumes that the relationship between the causal factor (e.g. sales volume) and staffing needs is constant

(iii) Scatter

Plot

A graphical method used to help identify the relationship between two variables.
For example, the Director of Nursing and the Director of Human Resource of a 500-bed hospital which expects to be expended to a 12bed hospital, decide to determine the relationship between the size of hospital and the no. of nurses required. They call five similar hospitals of various sizes and get the following figures:
Size of Hospital (Number of Beds) 200 300 400 500 600 700 800 900 Number of Registered Nurses 240 260 470 500 620 660 820 860

Determining The Relationship Between Hospital Size And Number Of Nurses

Drawbacks to Scatter Plots

1.

They focus on projections and historical relationships, and assume that the firms existing structure and activities will continue into the future.

2.

They generally do not consider the impact the companys strategic initiatives may have on future staffing levels.
They tend to support compensation plans that reward managers for managing ever-larger staffs, and will not uncover managers who expand their staffs irrespective of strategic needs. They tend to bake in the non-productive idea that increases in staffs are inevitable.

3.

4.

5.

They tend to validate and institutionalize existing planning processes and ways of doing things, even in the face of rapid change.

(iv) Computerized forecasts

In it we use software packages to determine future staff needs by projecting sales, volume of production, and personnel required to maintain a volume of output. Typical data needed include: direct labor hours required to produce one unit of product (a measure of productivity), and three sales projectionsminimum, maximum, and probable, for the product line in question. Based on such data, a typical programme generates figure on average staff levels required to meet product demands as well as separate forecasts for direct labor, (such as assembly workers, indirect staff, (such as secretaries) and exempt staff, (such as executives).

Managerial Judgement
Whichever forecasting approach we may use, managerial judgement will play a big role. It is rare that any historical trend, ratio or relationship will continue unchanged into future. Judgement is thus needed to modify the forecast based on factors we believe will change in the future. Such factors may be: (a) Decision to upgrade the quality of product or services or to enter into new markets. (b) Technological and administrative changes resulting in increased productivities. However, in their work, strategic Human Resource Planning and Management.

However, W.J. Rothwell and H.C. Kazanas, have mentioned the following Quantitative and Qualitative methods of HR forecasting:

Methods of HR Forecasting Methods

Moving average

i) Quantitative Methods of Forecasting HR Demand

Description

Advantage
Simplicity Data easily available.

Disadvantage
Seasonal or cyclical patterns may be ignored. Relies on past data

Averages data about HR demand from recent periods and projects them into the future. Exponential Forecasters can vary smoothing weights for HR demand assigned to different past time periods used to project future HR demand.

May be used to take into account factors ignored by the moving average method (for example, cyclical patterns).

Mathematical complexity. Choice of weights may be arbitrary.

Trends Numbers of people projections hired of requested placed on one axis; time is placed on the other axis. A straight line is plotted from past to future to predict HR demand. Regression Mathematical formula used to relate staffing to several variables (for example, output, product mix, per capita productivity). Linear Assesses required program staffing level that ming matches desired output levels, subject to certain constraints (for example, budget, cost).

Easy explained to managers. Easily prepared by HR planners.

Rough estimates. Relies on past data.

Can include many variables. Efficient use of all available data.

Mathematical complexity. Requires large sample sizes. Relies on past data. Managers are skeptical of highly sophisticated methodology. Numerous assumptions must

Assesses what should be in the future, not what probably will be.

Actuarial Relate turnover to models such factors as age simulations and seniority. Simulations Use scenarios to test the effect of various personnel policies. Probability Define state in the matrixes organization- such as strategy levels, performance ratings. Identify time period.

Reflect past.

May not be accurate in individual cases. Accuracy varies.

Useful for considering alternative HR programs. Help identify career patterns. Help perform turnover analysis.

Require some mathematical sophistication. Accuracy varies.

First-order Markov model

Multiply number of people in each job category by the probability of movement between job/position categories. Model assume that current job/position category is the chief determinant of movement

Adequate for considering alternative effects of various HR strategies.

Not adequate for long-term forecasts. Requires mathematical sophistication

SemiMarkov model

Same as first-order More inclusive Markov model except than a first-order that probability of Markov model. movement is determined by (1) job/position category and (2) the individuals length of stay in the job class.

Not very useful for considering alternative effects of various HR strategies. Requires mathematical sophistication.

ii) Qualitative Methods of forecasting HR Demand or Supply

Method

Description

Advantages Can involve key decision makers in process. Can focus on what is expected or desired in future . Not bound to the past.

Disadvantages Highly subjective. Judgments may not efficiently use objective data.

Delphi A group of experts exchanges technique several rounds of estimates of HR demand or supply, normally without meeting face to face. Feedback from other experts is used by each individual to fine-tune his or her independent estimate.

Cont..
Method Description Advantages Same as for Delphi technique. Group discussions can facilitate exchange of ideas and greater acceptance of results by participants. Disadvantages Same as for Delphi technique. Group pressure may lead to less accurate assessments that could be obtained through other means.

Nominal A small group of experts group meets face to face. technique After a procedure that involves open discussion and private assessments, the group reaches a judgment concerning future HR demand or supply.

Forecasting the Supply of Internal Candidates

(i) Qualifications inventories Manual or computerized records listing employees education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion.

(ii) Personnel replacement charts

Company records showing present performance and promotability of inside candidates for the most important positions.
A card prepared for each position in a company to show possible replacement candidates and their qualifications

(iii) Position replacement card

Management Replacement Chart Showing Development Needs of Future Divisional Vice President

(iv) Different type of information is fed into computers and with the help of packaged systems right type of candidate is found out. The information fed into the computers may include:
Work experience codes Product or service knowledge Industry experience Formal education Training courses Foreign language skills Relocation limitations Career interests Performance appraisals

PROCESS OF HUMAN RESOURCE PLANNING

Human resource planning process is a very complex and multistep process and embraces within its folds the following:

Identify Objectives
Assessing Business Plan

Forecasting future manpower requirements

Manpower audit Job Analysis Developing HR Plan

(Fig. Process of Human Resource Planning)

JOB ANALYSIS

Job analysis is the procedure by which the facts with respect to each job are systematically discovered and noted. It is sometimes called job study, suggesting the care with which tasks, processes, responsibilities, and personal requirements are investigated. Job analysis provides information about the nature of the job and the characteristics and/ or qualifications that are desirable in the jobholder. It refers to the anatomy of job. Job analysis is basically a process of data collection. It provides information in the following seven basic areas:

(i) Job identification i. e. its title and code number, if there is any.

ii) Distinctive characteristics of the job i. e. details regarding its location, physical setting, discomforts, union jurisdiction, supervision, and hazards. (iii) What the typical worker does i.e. specific operation and tasks that make up an assignment, their relative timing and importance, the simplicity, routine complexity, the responsibility for property, funds, etc. (iv) What materials and equipment will be used by the workers i.e. whether plastics, yarns, metals, milling machines, lathes or cornhuskers etc., will be used. (v) How the job is performed i.e. what are the operations involved in the performance of the job e. g. handling, lifting, feeding, cleaning, removing, drilling, etc. In other words, it refers to the nature of job.

vi) Required personal attributes i.e. apprenticeship, training, experience, co-ordination, physical strength, physical demands, mental capabilities, aptitudes, social skills, etc. vii) Job relationship In its simplest form such information indicates essential co-operation, directions or leadership from and to other jobs.

Sources Of Job Information

(i)

(ii)

As mentioned earlier also, job analysis is principally the activity of collection of various types of information pertaining to a job. Obviously, it is very important to have an idea about the various sources of information for job analysis. There are mainly four sources of job information: Job holders Information may be gathered from the job holders through job questionnaire. Other employees who know the job This may include supervisors and foreman who may be given special training and be asked to analyze the job under their supervision.

(iii) Independent observer Who observes the employee performing the job.
Special job-reviewing committees or technically trained job analyst can be assigned the job and necessary information can be collected from them. (iv) Interviews Information may also be gathered through interviews of the persons concerned.

Process Of Job Analysis

The process of job analysis is basically one of data collection. Scientifically, the process of job analysis can be divided into the following parts:
Process of Job Analysis
A) Data Collection i) Questionnaires ii) Written narrations iii) Personal Observation iv) Personal Interviews B) Filling Job-Description C) Preparing Job-Specification D) Writing the report E) Getting final approval (Fig. Process of Job Analysis)

a) Data Collection As getting and stating facts as accurately as possible is the part of the job analysis assignment, the first step is to gather factual material about the job.
In order to carry out this, following methods can be adopted: (i) Questionnaires Collection of information through questionnaires is often found to be incomplete and unorganized because this technique presumes that job holder has the necessary ability to furnish the desired information properly whereas, in most cases, including even employees holding high posts, this sort of ability is missing. However, the information collected through job questionnaire can be gainfully utilized at the time of interviewing the employee in connection with job analysis.

(ii) Written narratives In this method, detailed written information is collected from the jobholder and his supervisor. The jobholder can also be requested to record daily full details of his duties including the time taken in doing each task. Unless supported by follow-up interviews, the technique does not serve the desired purpose.

(iii) Personal observation This technique is relatively better than the former ones. In this technique, working conditions, equipment and materials used, skills required, etc., are observed personally by the job analyst so that a clear picture may emerge. However, this technique may be helpful in the case of only routine and repetitive jobs and not in the case of complex jobs. It is always desirable if personal observation is followed by follow-up interviews.

(iv) Conducting personal interviews Though this technique involves more expenditure and is also time consuming, yet if any one or a combination or two or more of the aforesaid three techniques are used by the job analyst for gathering information for a job analysis, it is always desirable that these techniques should be supplemented by personal interviews of the employees concerned.
A combination of personal observation and interview is supposed to be a better proposition.

b) Filling Job-Descriptions:- After collecting information through above techniques, the job analyst makes his file up to date and then fills the standard job description performs which are separate for separate jobs. As is clear from its title, these performs are descriptive in nature and contain vital information regarding the existing and future jobs. c) Preparation of Job Specification Like job description, job specification is also the immediate product of job analysis.

It is also prepared on the basis of information collected in process of job analysis, but preparing a complete and correct job description is relatively simple as compared with preparing a complete and correct job specification.
A job specification is the statement of the minimum acceptable qualities necessary to perform a job properly. It contains two important things, viz., (i) Job identification, and (ii) required human qualities and qualifications.

(d) Writing the Report Having prepared job description and job specification, the job analyst has to prepare a report. Hence he puts his notes together and prepares a draft which should be shown to departmental supervisor and/ or head of the department/ manager of the organization and their suggestion can be solicited. The job analyst now revises his first draft, incorporating any new information or suggestion that can make his analysis more accurate or more informative.

If there is a union in the organization and if the management policy is to review job analysis with the union representatives before issuing the details of job analysis.
Then the complete draft may now be reviewed and/ or discussed with top office bearers of the local union. In such cases, the managements intention is not to get the unions approval of the draft but it is just like informing the union in advance that the draft is ready for approval by the management.

However, the management may consider the suggestion, if any, made by the

e) Getting Final Approval Though getting final approval of the job analysis is usually not considered as part of the process, yet no such document becomes official until it has been approved by the line manager or staff expert who is considered to be the final authority in this matter.
Hence getting final approval of the job analysis by the competent authority is equally important.

Uses Of Job Analysis

The job information provided by job analysis is vital in almost allimportant programmes of HRM.

In brief, the main uses of job analysis are in the areas of:
HR planning Recruitment, Selection and Placement Orientation and Inducting new employees Training Transfer, Promotion and Demotion Job Evaluation Performance Appraisal Occupational Counseling

Cont..
Wage and Salary Administration Job Re-engineering Preventing Dissatisfactions Maintaining Good Labor Relations Retirement Thus we find that job analysis proves very helpful in the management of human resources.

Scope Of Job Analysis

Job analysis comprises the following:

Scope of Job Analysis

Job Description Job Specification

(Fig. Scope of Job Analysis)

Job Description

Meaning As the title indicates, job description is a document which is basically descriptive in nature and contains vital information about the job. A job description is an organized, factual statement of the duties and responsibilities of a specific job. In the words of M. W. Cumming, A job description is a broad statement of the purpose, scope, duties and responsibilities of a particular job. It should, therefore, tell us what is to be done, how it is done, and why. It describes the contents of a job.

Contents Of Job Description

The following things are described in a job description: Job identification Job Summary Duties performed Extent of Supervision given and received Machines, tools and equipment used. Working conditions Relation to other jobs

Cont..
Organizational relationship Hazards involved Pay Training and Promotion Required qualifications of the worker Comments Almost all good organizations use standard printed forms for filling job descriptions.

Guidelines For Writing A Job Description

While writing a job description, we should take the following precautions: It should be written in present tense It should brief and accurate. It should be written in simple and lucid style It should give a clear, concise and easily understandable picture of the whole job It should describe, in adequate details each of the main duties and responsibilities It should give examples of work performed It should avoid statement of opinions It should clearly mention the extent of direction received and supervision given

Advantages Of Job Description

Helpful in recruitment and selection Helpful in working out training and development programmes Helpful in transfers, promotions and demotions Reduces frustration among workers to a great extent Reduces grievances of workers to a considerable extent Helps in giving direction to newly recruited workers Helpful in determining wages and allowances Helps in matching the workers with the job

Job Specification

Meaning A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly. It lays down the standard of the qualities required for acceptable performance. It is more difficult to prepare a complete and correct job specification than to prepare a complete and correct jobdescription because there may always be different opinions regarding the minimum human requirements for doing a job properly, satisfactorily, and effectively.

Cont..
As a matter of fact, systematic and scientific personnel research can provide information that can lead to realistic human requirements for a particular work. A sound personnel practice requires that all stipulated minimum requirements for different jobs have a foundation of fact rather than intuition.

Contents Of Job Specification

(i)

Broadly speaking, besides mentioning job title, department, occupational code, name of the supervisor or boss, wage code, hours, days, shift, and job summary, the job specification lays special emphasis on the following: Physical Requirements Various kinds and degrees of physical capacities are required on different jobs. Hence all those physical qualifications which are called for on given jobs, are to be listed. These may include strength, height, voice, color, discrimination, eyesight, physical impairments permitted, etc. Some special purpose job specifications, developed as an aid in selection and placement of handicapped workers, have to go into much greater details, e.g. levels of strength, vision and hearing, etc. They also indicate the proportions of time spent in sitting, standing, stopping, moving, pushing, lifting, climbing, using right and left hands and feet, and so on.

(ii) Mental Requirements Various mental processes are called for on different jobs. Hence job-wise mental requirements are to be specified. They may include: Education Common school, number of required years spent in college education, degree(s) required, professional technical training required its nature, duration and type Language ability read, write and speak Special ratings Leadership, initiative, drive, cooperativeness Test rating Mental alertness, aggressive/ submissive, extrovert/ introvert, interest, mechanical aptitudes, trade skills, I. Q., memory, solving arithmetic problems, planning, decision making. Experience Kinds, levels and duration of experience

iii) Emotional and Social Requirements These may include emotional stability, personal appearance, social adaptability, social contacts, social responsibility, etc. These days it is being felt that perhaps the most important aspects of personnel requirements are those pertaining to emotional and social characteristics. iv) Behavioural Requirements These may include concern for the problems of others, sensitivity to the feelings of others, greeting and meeting visitors, judgement, creativity, teaching ability, physical behavior, dress, extent of freedom allowed to subordinates, maintaining good human relations and so on.
Thus we find that job description and job specification, which are the immediate product of job analysis, have multiple uses in a well-planned personnel programme.

Job Enlargement

Job enlargement is used to redesign jobs to reduce fatigue, monotony and boredom among workers performing simplified and highly specialized work. Job enlargement is a horizontal expansion because the employees instead of being given more responsibility or authority in decision making, only the scope of job is increased and a variety of tasks is given to the job holder. For example, auto workers whose specialized job is to install carpets on the car floor may have their job enlarged to include extra duties of installing the cars seats and instrument panel. It helps in increasing interest in work and efficiency.

It may provide more satisfaction, reduce errors, and result in better customer services, though not necessarily.
That is why Herzberg once remarked that job enlargement is simply adding zero to zero meaning thereby that one set of boring task (zero) is simply added to another boring task (zero).

However, it definitely helps in eliminating the demotivating aspects of work.

Job Enrichment

One of the approaches to designing jobs is job enrichment. Job enrichment involves a vertical expansion of a job by adding more responsibilities, authority and freedom to do it. It gives employees more challenge, more responsibility and more opportunity to grow and contributes ones ideas to the organizations success. According to the job characteristic model, for a job to lead to desired outcomes it must possess certain core job dimensions like: skill variety, task identity, task significance, autonomy and feedback. With the presence of the above mentioned core dimensions in a job, there is a likelihood of creating certain critical psychological standard in job incumbents which are required for motivation and satisfaction. Since the process of job enrichment puts specialized tasks back together so that one person is responsible for producing a whole product or an entire service, it gives employee more opportunities for autonomy, satisfaction and feedback.

Job Design

Once a through job analysis has been conducted and there are high-quality job descriptions and job specifications available, an organization can use this information for designing or redesigning jobs. Job design involves structuring job elements, duties, and tasks in a manner that will help to achieve optimal performance and satisfaction. - No one best way to design a job. - Besides, different approaches to job design place different emphasis on performance and satisfaction. - In other words, certain methods of job design are primarily interested on improving performance; others are more concerned with satisfaction.

- There are following approaches to Job design. (i) Engineering Approach/Mechanistic Approach The most important single element in the Engineering approaches, proposed by FW Taylor and others, was the task idea. This task specifies not only what is to be done but how it is to be done and the exact time allowed for doing it. The principles offered by scientific management to job design can be summarized thus: Work should be scientifically studied. Taylor advocated fragmentation and routinisation of work to reap the advantages of specialization. Work should be arranged so that workers can be efficient. Employees should be trained to perform the job. Monetary compensation should be used to reward successful performance of the job. The above points towards increased organizational performance.

Problems with Engineering Approach

(a) Repetition: Employees performed a few tasks repeatedly. (b) Mechanical pacing: could not take a break when they needed.

(c) No end product: they had little pride and enthusiasm in their work.
(d) Little social interaction: there was very little opportunity to interact on a casual basis with other employees and share their work experience. (e) No input: they had little chance to choose the methods by which they performed their jobs, the tools which they used.

(ii) Human Relations Approach/Motivational Approach/Job Enrichment The human relations approach recognized the need to design jobs in an interesting manner. In the past two decades much work has been directed to changing jobs so that job incumbents can satisfy their needs for growth, recognition and responsibility. Herzbergs research popularized the notion of enhancing need satisfaction through what is called job enrichment. Herzbers feels that the employee will be satisfied with his job and he will be more productive if motivators are introduced into the job content. He asserts that the job designer has to introduced hygienic factors adequately to reduce dissatisfaction and build motivating factors. Thus Herzberg has put emphasis on the psychological needs of the employees in designing jobs.

(iii) The Job Characteristics Aproach/Integrated

Approach

(a)

(b)

The Job Characteristics Theory of Hackman and Oldham states that employees will work hard when they rewarded for the work they do and when the work gives them satisfaction. Hence, they suggest that motivation, satisfaction and performance should be integrated in the job design. According to this approach, any job can be described in terms of five core job dimensions which are defined as follows: Skill variety: workers use a variety of different activities, talents and skills in order to successfully complete the job requirements. Task identity: The degree to which the job allows workers to complete whole tasks from start to finish, rather than disjointed portions of the job.

(c) Task significance: The degree to which the job significantly impacts the lives of others both within and outside the workplace.
(d) Autonomy: the degree to which the job allows workers freedom in planning and scheduling and the methods used to complete the job. (e) Feedback: the degree to which the job itself provides workers with clear, direct and understandable knowledge of their performance. These affect the motivation, satisfaction, and performance of employees.

(iv) Socio-technical Systems Approach/Team-based

Job Design

The approach taken by the socio-technical systems method is the design or work systems that foster a meshing of the technical and social aspects of jobs. Work teams not individual jobs, must be studied. Redesigning work through socio-technical systems methods requires the combined efforts of employees, supervisors and union representatives in analyzing significant job operations. Jobs are not necessarily designed to be intrinsically motivating; rather, they are designed so that the work is accomplished.

Cont.. The thrust of the socio-technical approach to job design is that both the technical system and the accompanying social system should be considered when designing jobs. According to this concept, jobs should be designed by taking a holistic or systems view of the entire job situation, including its physical and social environment. Using the socio-technical approach, the following guidelines have been developed for designing jobs: 1. A jobs need to be reasonably demanding for the individual in terms other than sheer endurance and yet provide some variety (not necessarily novelty). 2. Employees need to be able to learn on the job and to go on learning.

Cont..
Employees need some minimum area of decision making that they can call their own. Employees need some minimal degree of social support and recognition at the workplace. Employees need to be able to relate what they do and what they produce to their social life.

Work Scheduling

Another aspect of job design which has received great attention in the recent past is the scheduling of work hours. The increase in the workforce of dual-career couples with children and the increased realization by employees that production needs may be better served by varied schedules, have been largely responsible for the shift in work week scheduling.

Techniques For Designing Jobs

(i) Job Simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs. (ii) Job Enlargement expands job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated. By increasing the number of tasks an individual performs, job enlargement, increases the job scope, or job diversity.

Cont..
(iii) Job Rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employees are rotated among various jobs. (iv) Job Enrichment In order to motivate personnel, the job itself must provide opportunities for achievement recognition, responsibility, advancement and growth.

The basic idea is to restore to jobs the elements of interest that were taken away under intensive specialization.

Job Analysis in A Jobless World

Over the past few years, the concept of job has been changing quite dramatically. Employee do not like standardized, routinised operations. They do not like supervisors overseeing their work from close quarters. They went to be consulted on important aspects affecting their work. They went the work to be more meaningful, challenging and interesting. They like to work on jobs with stretch, pull and challenge. So the concept of a job having well defined, clearly-delineated set of responsibilities is being increasingly questioned by present-day employees who are more knowledgeable and demanding.

Certain techniques that have helped in redefining jobs are as follows:

Flatter Organizations Many firms (including AT & T, ABB, and General Electric) have already cut their management layers from a dozen to six or fewer. As the remaining managers are left with more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities.

ii) Work Teams In many organizations employees job change daily; the effort to avoid having employees view their jobs as a limited and specific set of responsibilities is thus intentional.
iii) The Boundaryless Organization Boundaryless organizations foster responsiveness by encouraging employees to rid themselves of the Its not my job attitudes that typically create walls between on employee area and another. iv) Reengineering defined as the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality service, and speed.

Reengineering is achieved in several ways. Specialized jobs are combined into one so that formerly distinct jobs are integrated and compressed into enlarged, enriched ones.

De-jobbing
De-jobbing

is ultimately a product of the rapid changes taking place in business today. The organizational techniques firms have used to foster responsiveness have helped to blur the meaning of job as a set of well-defined and clearly delineated set of responsibilities. Here is a sampling of these techniques have contributed to this blurring: i) Flatter Organizations Many firms (including AT & T, ABB, and General Electric) have already cut their management layers from a dozen to six or fewer. As the remaining managers are left with more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities.

ii) Work Teams In many organizations employees job change daily; the effort to avoid having employees view their jobs as a limited and specific set of responsibilities is thus intentional.
iii) The Boundaryless Organization Boundaryless organizations foster responsiveness by encouraging employees to rid themselves of the Its not my job attitudes that typically create walls between on employee area and another. iv) Reengineering defined as the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality service, and speed.

Reengineering is achieved in several ways. Specialized jobs are combined into one so that formerly distinct jobs are integrated and compressed into enlarged, enriched ones.

The Future of Job Descriptions

More and more firms are moving toward new organizational configurations, ones built around jobs that are broad and that may change every day. In such a situation people no longer take their cues from a job description or a supervisors instructions. Signals come from the changing demands of the project.

Recruitment
Once the organization has determined its staffing needs through human resource planning, and conducted the job analysis, there starts the hiring process to procure right kind of people with appropriate levels of professional competence and technical efficiency. Meaning Recruitment is the process by which a large number of prospective candidates are attracted by various methods to apply for the positions available. According to Edwin. B. Flippo, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. As the objective of recruitment is to attract a large number of potential candidates for the jobs available, it is considered to be a positive concept. Selection, on the other hand, is often termed negative because it tends to eliminate applicants, leaving only the best to be appointed.

Policy of Recruitment
Every organization should have a well-thought and well-laid recruitment policy. The best recruitment policy should have the following features:

All employment activity must center in one place. The creation of a new post and sanction for appointment on the same should be authorized by the competent authority. The number of selected people should not exceed the number of effective vacant positions. Job analysis should take place well before recruitment. The qualifications etc. of the candidates should match the job requirements. Recruitment and selection should be fair.

Cont.. A comparative study of different sources of recruitment should be made from time to time and only the best source should be tapped. As far as possible all candidates should be taken from one source. No false information or assurance should be given at the time of selection. Recruitment and selection should be done only by trained, experienced and efficient staff. The recruitment policy should clearly lay down the long-term career plans for the employees.

Cont..
It should keep in view the public policy It should clearly indicate the firms attitude towards employment of and reservation for minorities, women, physically handicapped, etc. It should clearly state the basis and extent of promotion from within the organization. It should attach due importance to audit and research on matters like recruitment ratio as the number of actual persons hired per hundred applicants in the firm as well as in other firms.

Sources of HR Supply
Sources of HR supply can be divided into two groups: (a) Internal Sources, and (b) External Sources. Internal Sources It is not always possible to rely on external sources to fill all HR requirements because most jobs require specialized knowledge that can be obtained only within a particular organization. Hence internal sources play an important role in providing human resources to a great extent in a large number of organizations, large and small. However, observations suggest that the policy of recruitment from internal sources is generally accepted in clerical, supervisory, and to some extent even in managerial ranks in many organizations. In some organizations, such a policy is stated in collective bargaining agreements.

Advantages
It avoids the problem of people coming in by one door of the organization while highly similar talent leaves by another. It increases the general level of morale of employees by assuring them that whenever there is any vacancy they would be given preference over outsiders. It motivates the present employees to prepare themselves for higher posts. Hence their efficiency goes up. It promotes loyalty and a sense of belongingness among the workers because they feel that their seniority, merit, sincerity, etc. will be duly rewarded at the appropriate time.

Cont..
It reduces rate of labor turn over. The present employees are already tried people and, therefore, more reliable.

The employer is in a better position to evaluate those presently employed than outside candidates.
However, this would be possible only if the organization maintains a proper record of service experience, progress, conduct and so on.

Disadvantages In case the company does not maintain proper record of the progress, achievements, experience, service, punishments awarded, etc., internal sources may degenerate into an undeserved monopoly of those on the payroll. During the period of rapid expansion requiring large and different types of people, internal sources may not be adequate. The advantages of infusion of new blood from outside the organization are not available. It has all the disadvantages of inbreeding, for example, the learner rarely develops ideas which differ widely from those of the instructor, hence there is little scope of surprising innovations which are of special importance in the field of designing, advertising, marketing, etc.

Cont..
As seniority plays an important role in promotions, really capable hands may not be available. Personal likes and dislikes of the management play an important role in the selection of candidates from internal sources.

(b) External Sources

Few firms can fill all their HR requirements from within. Over a period of years, a firm has to go to external sources, may be for lower-entry jobs, for expansion, or for positions whose specification cannot be met by the present employees. The main external sources of HR supply are as follows: i) Advertising: Advertising is one of the most common recruitment practices. How much advertising is done will normally depend on the immediacy of the need of labour. Though many kind of advertising can be done e.g. handbills, billboards, newspapers, classified advertisements, radio, televisions, trade publications, etc., yet it is basically the newspapers which play an important role in this respect.

ii) Employment Agencies:

These are usually of two types:

(a) Public Employment Agencies The public employment agencies have achieved a significant role in the field of recruitment. In our country, these are better known as Employment Exchanges or Labor Exchanges. They help in avoiding involuntary unemployment and also in arranging as far as possible, jobs for registered candidates according to their abilities.

(b) Private Employment Agencies Private agencies are brokers who bring employers and job seekers together, for which they charge fees either from the employer or the job seeker or sometime even from both. Charging for this service is legitimate.
Special private employment agencies assist firms in their search for executive people. These agencies are usually known as management consultants. At times they even raid the firms in which they find the required candidates. Such agencies are getting very popular in the United States.

(iii) Recommendations of present Employees Certain organizations encourage present employees to suggest candidates for employment and to assist them in filling applications. It is expected that when employees recommend friends, relatives or other close acquaintances for jobs, it be expected of them that they do it with some degree of care. (iv) Schools and Colleges Many firms make special efforts to establish and maintain constructive relationship with schools and colleges. These firms send their representatives to interview the candidates at the schools and colleges. In our country, this practice is very common in case of professional colleges where the experts from different firms come and interview the candidates on the campus of the Institute concerned.

(v) Labor Organizations Labor unions have been playing an important role in providing labor to the firms, especially in the industrially advanced countries of the West. There, in some industries, labor unions have carried the responsibility of supplying employers with needed skilled employees.
(vi) Casual Applicants A part of the HR requirement can be met from the unsolicited applications received through the mail or at gate. No doubt, this source is uncertain and applicants cover a wide range of abilities. Hence it needs a careful screening.

(vii) Leasing In order to meet short-term urgent requirements of manpower, leasing personnel by the hour or day is a source of procurement of personnel. In addition to obtaining desired personnel, the firm also escapes from the liabilities of making payment for insurance, pensions and such other obligations towards its employees.
(viii) Minority Groups Some companies, especially in the industrially advanced countries of the West, seek candidates from minority groups. In such cases, usually the companies rely upon their own employees of minority groups to suggest ways and means of finding candidates.

Methods of Recruitment

Having discussed the internal and the external source of manpower supply, we now come to the methods of recruitment, which can be divided into three categories: Direct Method (i) Recruiting at the gate of the factory. (ii) Sending recruiters to:
(a) Educational and Professional Institutions (b) Conventions and Seminars

(iii) Sending Mobile Officers or Recruiters to the desired centres. Indirect Method Advertising in: Newspapers Trade Publications Radio Television

Third Party Methods

(i) Public employment agencies (ii) Private employment agencies (iii) Inviting bio-data and /or recommendations from Schools, Colleges and Professional Institutions (iv) Friends and relatives of present employees (v) Casual applicants (vi) Leasing (vii) Labor unions (viii) Intermediaries

Recruitment Practices in Indian Industries

Recruitment practices in Indian industries differ from industry to industry. In addition to recruitment from internal sources, a large number of firms recruit from external sources also. Recruitment Evaluation Sources of HR supply should be evaluated and judged in terms of the degree of success in obtaining competent personnel. A simpler plan to evaluate sources of personnel supply can be to use such measures as job success, rate of turnover, grievances, and disciplinary action. For example, if a correlation is discovered between successful personnel and particular labor sources, efforts should be made to develop such sources. Again, by classifying turnover data according to the original sources of HR supply, it is possible to contrast the relative merits of sources of supply. The same results may be obtained if we tabulate grievance and disciplinary action according to classes of hiring sources. Not only this, even within the same source, we can pin point a particular unit or units which can provide better personnel.

Selection

Meaning and Definition Selection is the process by which all candidates are divided into two groups, viz., those selected and those rejected. All the activities designed to find out whether a person is suitable for a job, collectively constitute the selection process.

Pseudo Scientific Methods of Selection

Since evaluation of abilities of an applicant is a very complicated and difficult task, the selection procedures of big companies are very long and complicated. Though more and more scientific and precise techniques are being adopted, yet the use of some of the following practices of quick appraisal, which saw their growth particularly in the nineteenth century and are popularly known as Pseudo Scientific techniques, may include:

i) Astrology establishing relationship between date of birth and vocational aptitude etc. ii) Phrenology evaluating qualities of person by an analysis of the skull, its shape and protrusions, and bumps on its, etc. iii) Graphology determining characteristics of the applicant by means of his handwriting. iv) Physiognomy evaluating a person on the basis of his facial features. v) Pigmentation based on the blonde-brunette theory i. e. blonds are positive and brunettes are negative

Need for Scientific Methods of Selection

Scientific methods of selection aim at reducing the margin of error to the minimum, in selecting the most suitable candidates for the organization. Scientific methods of selection reduce the cost of selection and development. The cost of training and development is also reduced if the scientific methods are used in the selection process. Scientific methods of selection boost the image of the organisation in the external environment because scientific methods of the selection make it known to the people that the organisations approach is more merit-oriented and it believes in equal opportunity to all.

Selection Procedure/ Process of Selection

i) Initial Contact- Initial contact with the candidates is usually made through their applications for employment. Every big organization keeps a large number of printed blank application forms. These forms may differ according to the nature and status of different jobs.

ii) Screening- Having received applications, the first step in almost all programmes of selection involves screening.
Screening implies a coarse, crude sifting of applications to avoid further concern about those who are obviously unsuitable. In the initial screening what is generally done is to weed out those that do not possess the minimum requirements laid down for the vacant positions, the most important of which are generally indicated through the job descriptions and the job specifications given in the advertisements, or subsequently supplied. In screening, almost all selection committees use some sort of initial or preliminary interview and one or more types of application blanks.

iii) Initial or Preliminary Interview Preliminary interview is normally quite short and aims at the elimination of the obviously unqualified.
Such an initial interview may take place across the counter in the firm, employment office and may be conducted by the receptionist and the secretary etc. In such initial interviews, information regarding the firms interest in hiring and the applicants reason for inquiring, is exchanged. The applicant may be asked why he has applied for this job in this organisation. What are his expectations regarding salary? A rough idea about his educational and technical qualifications, previous experience, etc., can be had in nutshell. Applicants, who pass this crude screening, i. e. who appear to have some chances of qualifying for existing vacant positions, are asked to fill up application blanks.

iv) Application Blank The application blank is, no doubt, one of the most common tools of selection.
It is a universally accepted device for gathering relevant information from the applicant, which may be of vital importance to the management in making a proper selection. The information gathered in this manner provides a clue to the need of and a basis for other stages in the selection processes.

The application blank is rarely used as the only criterion for selection.
Its main utility is to provide information for interviewing, testing and checking of references etc. It also tests the applicants ability to write, organize his thoughts, and present facts.

Cont.. Though application blanks differ from organization to organization depending on the nature of jobs, yet there is remarkably high degree of similarity among the blanks of various companies. Most probably this uniformity is caused by the fact that these blanks deal with basic information that all organizations consider vital. According to Michael J. Jucius, the following classes of information are usually sought through the application blank: a)Identifying information, such as name, address, telephone number, and social security number. b) Personal information, such as martial status and dependents. c) Physical characteristics, such as height, weight, health, defect.

Cont..
d) Education. e) Experience, usually through the last three or four employers only. f) References, personal and business. g) Miscellaneous remarks and comments

v) ReferencesReferences are letters of recommendations usually written by teachers, guides, supervisors and previous employers. It is believed that a great deal can be learnt about the applicant if the references are checked in the right manner. Sometimes, even that information can be elicited from the references which perhaps even interviews or different types of tests cannot furnish. It is perhaps for this reason that a majority of application blanks in current use include a request for the names of references. References may be of three types: i) School references, (ii) Character references, and (iii) Work references

Cont..
Letters of recommendation have been classified into two categories. First, special letters directed to specific employer with respect to the particular applicant. Secondly, general to whom it may concern letters. Such letters are taken by the applicant and shown to his would be employer as a testimony to his efficiency, conduct and experience. Because of certain limitation of references, these cannot be transformed into an accurate selection device. They can simply be helpful in the selection process.

vi) Psychological Tests

Psychological tests play a significant role in establishing the suitability of the applicant for the post. Since psychological tests involve a lot of expenditure, it is only the large organizations which can bear with this device. Psychological testing represents an additional tool in the kit of the employment office. Tests designed to measure mental alertness, special aptitude, achievement, physical dexterity, etc., are used by an increasing number of organizations as an aid in the selection of prospective employees.

Areas of Usage of Psychological Tests Psychological tests are used in a variety of fields, e.g.
In the selection of personnel for the organization In vocational guidance In the placement of personnel In imparting training to personnel In research into human behavior and personality In testing an individuals sociability In counseling employees

Types of Tests Psychological tests used in selection can be classified into the following:

a) Achievement Tests Achievement tests measure the applicants accomplishments and developed abilities. When an applicant claims to know something, an achievement test is given to measure how well he knows it. It is for this reason, that achievement tests are also known as proficiency tests or performance tests.
b) Aptitude Tests Aptitude tests are also known as potential ability tests and are used to measure the latent ability of a candidate to learn a given job if he is given required training. Aptitude tests have special significance where the new recruit has little or very less experience along the lines of the job opening. Specific aptitude tests have been designed for jobs that require mechanical, clerical, musical, academic, linguistic, motor capacities and abilities.

c) Interest Tests Interest in a job or task contributes to success on the job. A person interested in his job is likely to do better than one who is indifferent or uninterested. Interest tests have been designed to discover a persons field of interest and to identify the kind of work that will satisfy him.
d) Personality Tests These tests aim at measuring the basic make-up or characteristics of an individual. They assess his motivation, emotional reactions, emotional maturity, mood, value system, ability to adjust, interpersonal relations, self-image, selfconfidence, ambition, tact, optimism, decisiveness, sociability, objectivity, patience, fear, distrust, suspicion, judgment, dominance, impulsiveness, integrity, stability, etc.

e) Intelligence Tests These tests aim at measuring the general level of intelligence of the applicant. Measuring the I. Q. of the applicant does this. Tests are also divided into the following three categories:
a) Objective Tests measure neurotic tendencies, self sufficiency, dominance, submission, self control, etc. b) Projective Tests the candidate is asked to project his own interpretation into certain standard stimulus situation. The way he responds to these stimuli depends on his own values, motives, and personality (e.g. Rorscach Bolt Test, Thematic Apperception Test). c) Situation Tests measures the applicants reaction when he is placed in a peculiar situation. Normally in a leaderless-group, problem is posed and solution is to be found out.

vii)

Employment Interviewing Interviewing is perhaps the oldest method of selection. The primary objectives of the employment interview are to obtain significant information about the candidate. If given a choice of single device for selection, perhaps every hiring company will choose interviewing. It is also said that interviews are the most used, misused and abused tool in the process of selection. viii) Approval by the Supervisor The principles of line and staff relationships require that after a candidate has been okayed by the HR department, he should be handed over to the supervisor concerned for acceptance or rejection, even though this third interview may involve some amount of overlapping of the preceding interview. It will not be desirable to hold the supervisor accountable for the performance of an employee who has been selected without his approval. Hence, the approval by the supervisor appears to be quite desirable.

ix)

Physical Examination Most organizations require that an applicant goes through a physical examination before he can be finally accepted for employment. There cannot be two opinions about the utility of an applicant going through a physical examination. It is in the interest of both the hiring company as well as the applicant. Physical examination may include:
i) Physical measurements such as weight, height, chest expansion, etc. ii) Quick examination of eyes, ears, mouth, throat, etc. iii) Bronchial problems leading to nervousness, tuberculosis, or hernia iv) Examination of respiratory system v) General checking of lungs and chest vi) General check of skin and muscles vii) Check up of blood pressure viii) Laboratory tests of urine, stool and blood etc.

x) Placement
Normally applicants are hired for a specific position in a department of the company. In case the number of people hired for the same position is large, there may arise a problem of placement i.e. who should be placed in which section and under which supervisor and so on.

Placement

Placement is the determination of the job to which an accepted candidate is to be assigned and his assignment to that job. According to Pigors and Myres, placement is a decisive step which consists in matching what the supervisor has reason to think the new employee can do with what the job demands (job requirements), imposes (in strain, working conditions, etc.) and offers (in the form of intrinsic interest, opportunities for team work, promotional possibilities, and pay). However, it is not simple to match all these factors for a new employee and it needs observation and time to place the employee at the right position, at right place and under the right supervisor. It is perhaps for this reason that the newly appointed employee is given the status of PROBATIONER.

Cont..

During the period of probation which may vary between 3 months to 2 years, both the new employee and the organization are on trial. In case the employee adjusts himself to the job and continues to perform as per expectations during the probation period, it is an indication that the employee has been rightly placed on the right job. In case he does not come upto expectations, it indicates that either the employee has not been suitably placed or there was something wrong with his selection or both.

Cont.. As a matter of fact, in selection the task is to match people with the positions.
In placement the task is to match positions with the people so that each individual is assigned to that position where he is likely to make the best use of his abilities consistent with the requirements of his total working group.

Therefore,

placement is best done where the number of available positions/ jobs is large relative to the number of selected individuals who are to be placed.
The

problem of placement usually arises not only in the case of newly appointed employers but also in the case of those employee who have been rendered surplus or there has been a case of mass transfer or mass promotions.

Cont.. Some other problems that may arise at the time of placement are:

(i) under which supervisor, and (ii) at which place/ location (if the organization has its officer/ worker at different places) the new employee is to be placed. Therefore, efforts should be made to ensure that an employees is placed at suitable positions, under suitable supervisors and at right stations, so that employee has both mental and physical ease.

Induction And Socialization

Meaning Induction is concerned with the problem of introducing or orienting a new employee to the organization. No doubt, during the process of selection, the interviewer imparts much information regarding the history, traditions, policies, and products of the organization that develops confidence and interest on the part of the worker. But the process of introducing the worker to his work, of integrating him with his position in order to create a well-balanced worker, naturally continues after the actual selection of the worker has been completed. It has been rightly observed that the adjustment begins with the hiring interview and continues as long as the employee faces new situations, even though he may be an old timer.

Cont..
The organization has to see that the new employee is imparted all that information and that point of view which will make him a confident, interested and capable hand. According to E. W. Bakke, induction constitutes a significant part of fusion process which is a simultaneous operation of the socializing process by which the organization seeks to make an agent of the individual for the achievement of organizational objectives and of the personalizing process by which the individual seeks to make an agency of the organization for the achievement of his personal objectives. Thus through induction we aim at the integration of the organization and the personal goals.

Objectives of Induction

To define the terms and conditions of work To acquaint the employee with the requirements of the job To inculcate in the employee a confidence in his own ability to do the job and also a confidence in the organization To bring about integration and agreement between organization goals and personal goals To provide the information and opportunity required by all new employees to satisfactorily adjust to their work and help them to develop an enthusiasm for the organization, its ideals, policies and responsibilities.

 An

Induction programme mainly lays emphasis on:

To provide information about the job requirements

To explain the conditions of employment

Infusing confidence in the new employee.

iii)

Contents of an Induction Procedure

So far as the HR department is concerned, it should take care of items like history of the firm, policies of the firm, products of the firm, organizational structure of the firm, merit rating, union relationship, industrial relations policies, safety and health, group insurance, leave and holidays, medical vacation, pension and gratuity schemes, income tax deductions and pay checks, suggestion system, incentive schemes, employee activities, bonus rules, etc. So far as the supervisor is concerned, he should orient the new employee regarding departmental objectives, plant facilities (parking, lockers, transportations, cafeteria, rest rooms, etc.), probation period, working hours, union, job routine, company, plant, and departmental regulations, etc.

iv) Process of Induction

In a small organization, specially having little centralization of functions, induction process is usually handled by the supervisor concerned. However, in large organization having central agencies to handle various functions like personnel, inspection, etc., the induction process is carried out in two phases-first by the HR Department, and then by the job supervisor.

(i) Role of the HR Department in the Induction Programme

It is usually the HR department which conducts the first phase of the induction programme. Though during the employment interview and at other stages of the selection procedure, a number of details are made known to the new employee, yet the new employee should be formally oriented in all concerned things. The employee should be formally oriented in all concerned things.

The nature of the company and its products are to be explained. If possible, a motion picture depicting the history and operations of the company may be shown to the new employee.

Cont.. This will create in the employee a sense of pride and interest towards the organization. The representative of the HR department may give an introductory talk to the group of new employees. Here they can make use of different persons. For example, the medical officer may be invited to orient the new employees in medical system prevailing in the organization.
The

safety officer may talk about safety measures. The HR manager may cover other items and policies of the organisation. In some organizations, the employment interviewer or some other suitable person of the HR departments make it a practice for first few days to stop a the table or machine of the new employee for a moments chat to enable him to seek clarification to his doubts, confusion or any misgiving. This is also a very good procedure.

(ii) Role of the supervisor in the Induction Programme

In the second phase, the induction is conducted by the job supervisor. However, if the supervisor is too busy to spare time for the purpose, some older and experienced employee of the department can be assigned this job. Induction at this stage is quite specific and requires skill on the part of the job supervisor. He has to see that there is successful fusion of the employee with his fellow-workers, the company, the supervisor, etc. The candidate should be taken to his work place, introduced to his fellow workers, told of the location and other details and frequency of rest pauses, uniform, usual practice regarding lunch, etc. As a matter of fact he should be told about all those things that will be helpful to him to adjust him to the new job and environment. In this, the supervisor has a primary responsibility for getting his new employees started off properly.

Cont..
It is amply clear from the details of induction programme mentioned above that the time, money and effort spent on induction of a newly appointed person are worth if the exercise of induction infuses the required amount of confidence in the newly appointed employee.

Socialization

Many people use the terms Induction and Socialization synonymously. While Induction or Orientation is a short term programme that informs the newly selected candidates about their new positions and the organization, socialization is a long term process with several phases that help employees acclimate themselves to the new organization, understand its culture and the organizations expectations , and settle into the job. While Induction or Orientation is a sort of formal programme, socialization is often informal. According to Wanous Reichers and Matik, socialization can be divided into three phases- (i) the anticipatory stage where the applicants generally have a variety of expectations about the organization and jobs, which may be unrealistic and, if not met, can cause dissatisfaction, poor performance and even high turn-over.

Cont..
(ii) the encounter phase where new hire has started work and is facing the reality of the job. Here the hires should be provided information about the policies, procedures, rules, reporting relationships, etc., and (iii) the settling phase when the new workers begin to feel like part of organization. Here, employee mentoring programme may be helpful ensuring that settling in of the employees is a success.

Promotions and Transfers

Promotions:

Opportunities for advancement in service is one of the best incentives an organization can provide to its employees. Practically, in all organizations, there are only a few employees who are always satisfied with their existing jobs. The desire to advance and increase ones status is a basic urge in all human beings. Satisfaction of that desire keeps most people striving for higher status and better pay which in turn improves their standard of living, morale and job generates a sense of loyalty towards the organization and keeps the employees busy in investing their sincere efforts in the hope of getting further advancement.

Cont..
Advancement within an organization is ordinarily labeled as promotion. In general usage, promotion means the change to a higher job accompanied by increased pay privileges. In the words of Pigors and Myres, Promotion is the advancement of an employee to a better job - better in terms of greater responsibilities, more prestige or status, greater skill, and specially, increased rate of pay or salary. According to Flippo, Promotion involves a change from one job to another that is better in terms of status and responsibilities.

Cont..
Thus, from the aforesaid definitions, it is clear that promotion involves the following three basic elements: (i) (ii) (iii) Better job and status. Greater responsibilities. Increase in pay and perks

But, however, all promotions do not possess all the aforesaid characteristics, e.g. there may be no increase in pay in a promotion. Sometimes it may happen that the promotion may be a dry promotion. A dry promotion refers to an increase in responsibility and status without an increase in pay.

Cont..
A company may have formal as well as informal promotion systems, open or closed promotional systems and so on. Promotion is distinguishable from transfer also, in the sense that the later term refers to changes in jobs that involve little or no change in status, responsibility and pay.

Promotion Policy

Promotion from within is a very good policy. It is useful for both employees as well as organization. Every organization, therefore, needs a formal and systematic programme of promotion. This promotion programme can be said to be promotion policy. A sound promotion policy should be invariably based on merit but seniority should also be taken into consideration. In addition to the relative emphasis on merit and seniority, there are certain other elements which must be duly incorporated in a sound promotion policy. These other elements are: A statement of managements intention regarding filling up of vacancies of superior type either from within the organization (i.e. by promotion) or by hiring from outside the organization, or from both. This statement, if to be of some worth, must be faithfully followed.

Cont..
Use of open job-bidding system to encourage internal mobility. This will encourage to permit capable employees to go for better jobs available elsewhere. If a good man is held back, he is likely to remain a frustrated and dissatisfied employee. Promotion policy should charter lines of progression-ladders of promotion-within the organization. Promotion policy should make a provision for use of job analysis to develop a chart showing the basic requirements of job in terms of competency, experience, formal education, etc. Employees need to know what is expected on higher-rated jobs to prepare themselves for advancement.

Cont.. To ensure check on the unfairness of promotions, the supervisor should propose promotions, which should then be subject to approval by the immediate boss in the line organization. A sound promotion policy should explicitly incorporate the provision of training for employee falling within the promotion zone. A sound promotion policy should make a provision for employee or union to challenge a particular promotion as made within the union agreement. A sound promotion policy should not aim at forcing promotion of reluctant employees.

Benefits of a Promotion Policy

The formation of a formal and sound promotion policy in any organization offers the following advantages: It develops employees loyalty by assuring his promotion within the organization. In increases job satisfaction and improves their morale. It attracts good and efficient employees from outside also, if there is a provision for such an arrangement. The policy of promotion from within is economical for organization also. It increases the effectiveness of the organization too. A sound and well-organized promotion policy, if followed in a non-partial manner, removes the chances of subjectivity in promotional decisions. The efficiency of the employee and production of the organization also go up.

Bases of Promotion

There are two important bases of promotion: merit and seniority. There has been a great controversy with regard to the question whether the promotions should be based on merit i.e. qualifications and competence of the employee or his seniority.

Seniority is based on his total length of services and is counted from the date of his appointment in the organization. The workers and their unions prefer seniority. Before reaching on a final conclusion, we must evaluate the respective merit and demerits of these bases.

Advantages of Seniority as a Basis of Promotion

Seniority is the oldest and most widely used basis of promotion. It has following advantages: In business and industrial undertaking the system has been adopted with a view to partronsing the employees. Utilization of seniority in making various employment decisions brings an objective means of distinguishing among personnel.

Seniority as the basis of promotion creates a sense of security in employees for they can predict in advance when and how certain changes will be effected.

Cont..

Seniority as a means of employment decisions creates more peace in the organization for these decisions are always which is made strictly on the basis of seniority acceptable to all. This will keep employees satisfied and help in avoiding the charges of bias, favoritism and nepotism. Seniority as a basis of promotion is also acceptable to management because it reduces the rate of labor turnover. Employees will remain within an organization even when they are aware of better opportunities elsewhere; on reason being the loss of seniority resulting from quitting.

Disadvantages of Seniority as a Basis of Promotion

Though the above mentioned plus points, usually, establish a case especially in unionized firms, to give more weight to seniority in making promotions, because of the great importance that workers attach to length of service. But this is not the whole-truth because there are several reasons against the use of seniority, particularly when it becomes the sole base of decision-making.

It has the following main disadvantages:

Seniority often ignores merit or ability because the employee with the longest service need not necessarily be the most competent.

Cont.. It overvalues experience. If workers automatically qualify for better jobs by accumulating seniority, it will bring no incentive to new employees to improve their performance. It may enhance the rate of labour turnover. It may drive the ambitious and able man, with little service, out of the firm. A rigid seniority system places a considerable burden on the hiring process. It makes extremely difficult to attract and recruit capable new personnel unless they are placed in the exempt category. Since seniority places no premium on the merit of the employee, therefore, it fails to differentiate between efficient and inefficient employees.

Promotion of the Basis of Merit

If a promotion is given to an employee on the basis of his qualification, competence, ability or his performance, ignoring his less seniority in the organization, the promotion is called on the basis of merit. Merit based promotion is as a matter of fact, an incentive for excellent performance regardless of age or seniority. Management always favor promotions on the basis of merit and ability.

The Advantages of Merit System

The following are the benefits from the promotion by merit system: It recognizes and rewards extra knowledge, competence and initiative of the employees. Even juniors can expect promotions. It generates greater motivation in the competent employees as they do not have to depend on mere seniority for their advancement. Competent employees are likely to be retained instead of being lost to the organization. It generally results in increased productivity as promotions will be based on an evaluation of the employees performance.

Cont.. It is a scientific and logical system for promotions. Managements prefer this system as it increases the efficiency and profitability of the enterprise.

We have discussed the relative advantages and disadvantages of seniority, merit as the basis of promotion and we reach the conclusion that seniority or merit alone as a basis of promotion policy is inadequate.
A sound promotion policy should be based on both seniority and merit. Though it is a general tendency in private sector enterprises to weigh merit more while seniority is more weighted in government services and public undertakings. Hence, the best way is the mid-way, i.e., a blend of these two should be used.

Transfer

Transfers and promotions are the two important ways of personnel adjustments. When employees are transferred without any promotion or demotion, it is simply a transfer. In transfer, there is no material change in the status, responsibilities or pay of the employee. Though promotion and transfer both involve a change in the place of the employee but their objectives are different. The main aim of promotion is to fill a job from within the organization while the aim of a transfer to make adjustment in the work, place and the employee. But both can do much for the morale of employees.

Cont.. Transfer is a process of placing employees in positions when they are likely to be more effective or where they are likely to get more job satisfaction. Thus, transfer is a process of employees adjustment with the work, time and place.
In transfers, there is no material change in responsibility, designation or pay etc. For example, if the marketing manager finds the sales of north zone falling continuously he may transfer some salesman from other zones to the north zone in order to improve the situation as those salesmen are considered to be more experienced and trained in promotion sales.

Sometimes, transfer may be made as disciplinary action also.

In some organizations it is an usual practice to transfer employees from one zone to another zone due to administrative reasons as in government services.

Types of Transfer

The transfers may be of different types depending on the purposes. Their main types are as follows: Production Transfers - These transfers are made from one department to the other where labor requirements are reduced or increased or vacancies have been created due to partition. Such production transfers are also made to prevent lay-offs. It is not desirable to have in the same organization lay-offs on one job and employees being need in another department for a similar type of work. In this way production transfers, at about the same occupational level, help to stabilize employment in an organization and hence need some form of centralized control through the personnal department. Sometimes, production transfers may involve downgrading. They should be prevented as possible.

Cont.. Replacement Transfers - These are similar to production transfers. These are used to replace a new employee with an employee who has been in the concern of a long time for a variety of reasons.
Shift transfers - Here an employee is shifted from shift to another shift on the same work. Workers dislike a second shift assignment as it affects their participation in community life. To minimize this shift transfers are introduced. Remedial transfers - These transfers are made to remedy the situation. If the initial placement has been faulty, or the worker cannot get along with his supervisor, a transfer to a more appropriate job or more agreeable supervisor might result in better

Cont..
Versatility transfers - It means to increase the versatility of the employee by shifting him from one job to another. In this way, the employee is given a varied and broader job experience. This helps the employee through job enrichment and enlargement. It can, also help him get prepared for future promotion.

Objectives of the Transfers

The following are some of the objectives of a transfer in a company: (i) (ii) (iii) (iv) (v) To meet the exigencies of the companys business. To meet the request of an employee. To correct incompatibilities of employee relations. To suit the age and health of an employee. To provide creative opportunities to deserving employees.

Cont..
(vi) To train the employee for later advancement and promotion. This involves actually job-rotation. (vii) To deal with fluctuations in work requirements, or exigencies of work such as where there is slackness in the work in one department and such of work in another, an employee from the first department may be temporarily transferred to the other department for a temporary period as found necessary. (viii) To correct erroneous placement. (ix) To place the employee in another department where he would be more suitable

Transfer Policy

Every organization must frame a systematic and sound transfer policy. It must be clear and unambiguous. It must be in writing and should give the following facts: (i) It must clarify the types and circumstances under which transfers will be made. (ii) It should indicate who will be responsible for initiating and approving the transfers. For example, will this be responsibility of the first level supervisor alone or should transfers be subjected to review by his immediate superior or the personnel managers?

Cont..
(iii) It should prescribe whether, when an employee is transferred, his previous seniority will be restored or be affected. It should indicate the basis for transfers. For example, where two persons desire transfer to the same shift, would seniority be the main determining factor, or would skill and competence be the deciding criteria. It should also point out the rate of pay the person involved should get when transferred. It should provide for timely communication of the transfer decision. Sometimes, group transfers may be necessitated. In such circumstances the workers unions must be taken into confidence.

(iv)

(v)
(vi)

(vii)

TRAINING

Meaning Training is the organized procedure by which employees learn skill(s) and/ or knowledge for a definite purpose. Thus training is the act of increasing the skill(s) and knowledge of an employee for doing a particular job effectively. It is usually meant for technical and non-managerial personnel.

Need/ benefits/ Importance of Training

It matches the employee specifications with the job requirement and organizational needs. It improves job knowledge and skills of employees. It helps in reducing cost of production by eliminating or reducing wastage and depreciation and by improving performance. It improves quality of product. It increases productivity. It ensures safety of employees. It leads to personnel growth of employees.

Cont..
It increases confidence and boosts morale of employees. It bridges the gap between existing performance ability and desired performance. It leads to organizational viability. It reduces learning time. It helps in reducing supervision. It helps in reducing grievances, absenteeism and rate of labor turnover. It helps in standardizing the methods of work. It helps in meeting special HR requirement.

Principles of Training

Motivation Motivated trainees learn new skills more quickly Active Participation Active participation of the trainee himself helps in learning required skills quickly Whole v/s part If the job is longer and complex, it should be taught in parts. Specificity It is desirable to impart more specific rather than general training. More use of Supervisors It is better to make greater use of supervisors and fellow workers in imparting training Individual Differences While imparting training, individual differences should also be kept in view. Re-inforcement After the training is over, it should be reinforced by means of incentives or disincentives. Feedback The trainee should be given the feedback whether he is learning correctly or incorrectly and why.

Process of Training (Steps/ or Stages in Training Procedure)

The main steps involved in training procedure are: Conduct job analysis as well as organizational analysis Identify the trainees Identify and design the training needs Conduct cost-benefit analysis of the training programme Design contents of training programme Select training methods Prepare the instructor and trainees Implement the training programme Gain the acceptance of the training programme Supervise the trainees performance and give feedback to the trainee Evaluate the outcome of the training programme Upgrade the training programme

Training Methods

The main methods of training can be divided into two categories as follows:

Training Methods

(A) On-the-Job Methods

B) Off-the-Job Methods

(Classifications of Training Methods)

A) On-the-job-Methods include the following:

1) On specific job:

(a) (b) (c) 2) 3) 4) 5) 6) 7) 8)

Experience, Coaching, Understudy

Position rotation Special projects Selective reading. Apprenticeship. Vestibule school. Multiple management. Computer based training

B) Off-the-job-Methods include the following:

1) 2) 3) 4) 5) Special course and lectures. Seminars & Conferences. Case studies. Brainstorming. Laboratory methods. (a) Simulation. i) Role-playing, ii) Gaming, (b) Sensitivity Training.

A) On-the- job Training Methods:

Numerous training methods can be used while the man is engaged in the process of productive work. On-the-job training methods are suitable for all levels of personnel. Various methods of on-thejob training are as follows:

On the Job Methods of Training

On Specific Job Position Rotation

Apprenticeship Vestibule Schools Selective Reading

Computer Based Training

Experience

Coaching

Understudy & Shadowing

Special Projects

Multiple Management

CAI

CAT

CBI

Others

(On-the-Job Training Methods )

On Specific Job: The most common and formal on-the-job training programme is training for a specific job. Current practice in job training has been strongly influenced by the war time training within industry (T.W.I.) which was first designed to improve the job performance through job instruction. T.W. I. also included training for supervisors to improve job performance. There are following methods of training on specific job:
(a) Experience- This is the oldest methods of on-the-job training. Learning by experience cannot and should not be eliminated as a method of development, though as a sole approach, it is a wasteful, time-consuming, and inefficient. In some case, this method has proved to be very efficient though it should be complimented by other training methods to make it more meaningful.

(b) Coaching On-the-job coaching by the superior is an important and potentially effective approach if the superior is properly trained and oriented. The technique involves direct personnel instruction and guidance, usually with extensive demonstration and continuous critical evaluation and correction. The advantage is increased motivation for the trainee and the minimization of the problem of learning transfer from theory to practice. The danger in this method lies in the possible neglect to coaching by superior.

(c) Understudy- The understudy method is considered a somewhat different approach from those described above, in that a certain person is specifically designated as the heir apparent. The understudy method makes the trainee an assistant to the current job holder. The trainee learns by experience, observation and imitation. If decisions are discussed with the understudy, he can become informed on the policies and theories involved. The advantage of this methods\ is that training is conducted in practical and realistic situation. However, disadvantages are many. The method tends to perpetuate mistakes and deficiencies of existing managerial practice. Moreover, the understudies are frequently neglected by those they assist.

ii) Position Rotation: The major objective of job rotation training is the broadening of the background of trainee in the organization. If trainee is rotated periodically from one job to another job, he acquires a general background. The main advantages are : it provides a general background to the trainee, training take place in actual situation, competition can be stimulated among the rotating trainees, and it stimulates viewpoints. There are certain disadvantages also of this method. The productive work can suffer because the obvious disruption caused by such change. Rotation becomes less useful as specialization proceeds, for few people have the breath of technical knowledge and skills to move from on functional areas to another

iii) Special projects: This is a very flexible training device. The trainee may be asked to perform special assignment, thereby he learns the work procedure. Sometime a task force is created consisting of a number of trainees representating different functions in the organization. Trainees not only acquire knowledge about the assigned activities, but also learn how to work with others.
iv) Selective Reading: Individuals in the organization can gather and advance their knowledge and background through selective readings, the reading may include professional journals and books. Various business organizations maintain libraries for their own executives. Many executives become members of professional associations and they exchange their ideas with others. This is a good method for assimilating knowledge. However, some executives claim that it is very difficult to find time to do much reading other than absolutely required in the performance of their jobs.

v) Apprenticeship: Appropriate training can be traced back to medieval times when those intended on learning trade skill bound themselves to a master craftsman to learn by doing the work under his guidance. In earlier period, apprenticeship was not restricted, but was used in training for the professions including medicine, law, density and teaching. Todays industrial organizations require large number of skilled craftsmen who can be trained by this system. Such training is either provided by the organizations or it is also imparted by governmental agencies. Most States now have apprenticeship laws with supervised plans for such training. Arrangements usually provide a mixed programme of class-room and job experience.

vi) Vestibule Schools: Large organizations frequently provide what are described as vestibule schools, a preliminary to actual shop experience. As far as possible, shop conditions are duplicated, but instruction, not output, is major objective, with special instructors provided. Vestibule schools are widely used in training for clerical and office jobs as well as for factory production jobs. Such training is usually shorter and less complex than that adaptable to the apprenticeship system, Vestibule training is relatively expensive, but these costs are justified if the volume of training is large, or if uniform, high standard results are important.

vii) Multiple Management: Multiple management emphasizes the use of committee to increase the flow of ideas from less experience managers and to train them for positions of greater responsibility. The programme was developed by the McCormik & Company of Baltimore, U.S.A. The company claims that the plan has increased employee efficiency, reduced labour turnover and absenteeism, and enables the company to pay higher wages than those prevailing in the area and industry. In this method, a junior board is authorized to discuss any problem that the senior board may decide, and its members are encouraged to put their minds to work on the business as a whole, rather than to concentrate to their specialized areas.

viii) Computer based Training: It is also another on-the-job training method. It may be:
i) Computer Aided Instructions (CAI), or ii) Computer Assisted Training (CAT), or iii) Computer Based Instructions (CBI).

B)

Off-the-job Training Methods:

In these methods, trainees have to leave their work place and devote their entire time to the development objective. In these methods development of trainees is primary and any usable work produced during training is secondary. Following training techniques are used off the job.
Off the job method

Special Courses and Lectures

Seminars & Conference

Case Studies

Brain Storming

Laboratory Training

Other Methods

Simulation Role Playing Gaming

Sensitivity Training

(Off-the Job Training Method)

i) Special Courses and Lectures: Lecturing is the most traditional form of formal training method. Special courses and lectures can be arranged by business organizations in numerous ways as a part of their development programmes. First, there are courses which the organizations themselves establish to be taught by members of the organizations. Some organizations have regular instructors assigned to their training and development departments such as Tata and Hindustan Lever (Hindustan Unilever) in private sector; Life Insurance Corporation, State Bank of India and other Nationalized Commercial Banks, Reserve Bank, Hindustan Steel, Fertilizer Corporation and many others in public sector. A second approach to special courses and lectures is for organizations to work with universities or institutes in establishing a course or series of course to be taught by instructors of these institutes.

Cont...

A third approach is for the organizations to send personnel to programmes established by the universities, institutes and other bodies. Such courses are organized for a short period ranging from 2-3 days to a few weeks. The first such programme was the Slogan Fellowship Programme, established in 1931 at the Massachusetts, Institute of Technology, U. S. A In India, such courses are organized frequently by the Institute of Management, Administrative Staff College of India, National Productivity Council, NITE, All India Management Association and some other organizations and universities.

ii) Seminars and Conferences: This is also an old method, but still a favourite training method. In order to escape the limitations of straight lecturing, many organizations have adopted guideddiscussion type of conference in their training programmes. In this method, the participants pools their ideas and experience in attempting to arrive at improved methods of dealing with the problems which are common subject of discussion. Conferences may include buzz sessions that divide conferences into small groups of four or five intensive discussion. These small groups then report back to the whole conference with their conclusions or questions. Conference method allows the trainees to look at the problem from a boarder angle. These conferences, however, have certain limitations. Unless the discussion is directed to the felt needs of the participants, they may well feel that the whole session is useless.

iii) Case studies: This technique, which has been developed and popularized by the Harvard Business School, U.S.A., is one of the most common forms of training. A case is a written account of a trained reporter or analyst seeking to describe an actual situation. Some cases are merely illustrative; others are detailed and comprehensive demanding extensive and intensive analytical ability. Cases are widely used in a variety of programmes . This method increases the trainees power of observation, helping him to ask better questions and to look for a broader range of problems. A well chosen case may promote objective discussion, but the lack of emotional involvement may make it difficult to effect any basic change in the behaviour and attitude of trainees.

iv) Brainstorming: This is the method of stimulating trainees to creative thinking. This approach, developed by Alex Osborn, seeks to reduce inhibiting forces by providing for a maximum of group participation and a minimum of criticism. A problem is posed and ideas are invited. Quantity rather than quality is the primary objective. Ideas are encouraged and criticism of any idea is discouraged. Chain reactions from idea to idea often develop. Later these ideas are critically examined. There is no trainer in brainstorming and it has been found that the introduction of known experts into it will reduce the originality and practicability of the group contribution. Brainstorming frankly favors divergence, and its fact may be sufficient to explain why brainstorming is so little used as yet in developing countries where no solution ought to carry the highest premium. It is virtually untried even though its immediate use is limited to new ideas only, not change in behavior.

v) Laboratory Training: Laboratory training adds to conventional training by providing situations in which the trainees themselves experience through their own interaction some of the conditions they are talking about. In this way, they more or less experiment on themselves. Laboratory training is more concerned about changing individual behavior and attitude. It is generally more successful in changing job performance than conventional training methods .There are two methods of laboratory training: simulation and sensitivity training.

(a) Simulation: An increasingly popular technique of employee development is simulation of performance. In this method, instead of taking participants into the field, the field can be simulated in the training session itself. Simulation is the presentation of real situation of organizations in the training session. It covers situations of varying complexities and roles for the participants. It creates a whole field of organization, relates participants through key roles in it, and has them deal with specific situations of a kind they encounter in real life. There are two common simulation methods of training: roleplaying is one and business game is the other.

i) Role- Playing: Role-Playing is a laboratory method which can be used rather easily as a supplement of conventional training methods. Its purpose is to increase the trainees skill in dealing with other people. One of its greatest uses is in connection with human relations training. But it is also used in sales training as well. It is a spontaneous acting of a realistic situation involving two or more persons under class-room situations. Dialogue spontaneously grows out of the situation, as it is developed by the trainees assigned to it. Other trainees in the group serve as observers or critics. Since people take roles every day, they are somewhat experienced in the art, and with a certain amount of imagination they can project themselves into roles other than their own.

Cont..
Since a manager is regularly acting roles in his relationship with others, it is essential for him to have role awareness and to do role thinking so that they can size up each relationship and develop the most effective interaction position. Role-playing has many advantages. By this method, a trainee can broaden his experience by trying different approaches, while in actual situation; he often has only one chance.

ii) Gaming: Gaming has been devised to simulate the problems of running a company or even a particular department. It has been used for a variety of training objectives, from investment strategy, collective bargaining techniques, to the morale of clerical personnel. It has been used at all levels, from the executives to the production supervisors. Gaming is a laboratory method in which role-playing exists but its difference is that it focuses attention on administrative problems, while role playing tends to emphasize mostly feeling and tone between people in interaction, Gaming involves several teams, each of which is given a firm to operate for a number of periods.

Cont.. Usually the period is short one, one year or so. In each period, each team makes divisions on various matters such as fixation of price, level of production, inventory level and so on. Since each team is competing with others, each firms decisions will affect the results of all others, somewhat like a real market. The computer provides the results, and the winner is the team which has accumulated largest profit. In the light of such results, strength and weaknesses of decisions are analyzed.

(b) Sensitivity Training: sensitivity training is the most controversial laboratory training method. Many of its advocates have an almost religious zeal in their enhancement with the training group experience. Some of its critics match this favour in their attacks on the technique. As a result of criticism and experience, a somewhat revised approach, often described as team development training has appeared. It was first used by National Training Laboratories at Bithel, U.S.A. The training groups called themselves T Group. Since then its use has been extended to other organizations, universities and institutes.

6. Other Methods: Some of the other methods used in varying degrees and which may differ from organization to organization are as follows: 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) Audio Visual Role Revival Mirroring Monodrama Negotiations Leadership Game In-basket exercise Ice-breakers Doubling Creativity Games Team Building Game Stall Games Self-Directed Learning

Executive/ Management Development

The terms Management Development Development are used inter-changeably.

and

Executive

According to Dale. S. Beach, Management Development is a systematic process of training and growth by which individuals gain and apply knowledge, skills, insights and attitudes to manage orientation effectively. Thus the process of executive development is an important thing, which provides managers the knowledge in the latest techniques of management skills. It improves their morale and motivation and equips them to shoulder more responsibilities easily at the time of their promotion.

Need of Executive Development

The following factors emphasize the need for executive development programmes: Technological and social changes Need for professionally managed enterprises Research orientation Recognition of social and public responsibilities Frequent of social and public responsibilities Increased size and complexity of organizations.

Contents of a Management Development Programme

The generally covered items are individual development techniques, organization analysis and planning, managerial appraisal and inventory, and such other items as may increase the skills of existing manager. A management development programme should also have: A carefully considered plan and organization for carrying out such programmes. A periodic appraisal of each executive regarding his performance, skill and capabilities and need for further development.

Cont..
After evaluation, the plans for individual development should be chalked out and then programme should be organized. Programme evaluation, in terms of its cost and time is also essential. A continuous appreciation and support from top management is also essential in this respect. As executives have to work as leaders, the contents of an executive development programme should be related to the characteristics a leader should possess. Michael J Jucius has pointed the following characteristics to which attention has been devoted in executive development programmes: Ability to think. Ability to organize.

Cont..

Ability to handle people. Ability to plan. Ability to lead. Ability to get and interpret facts. Loyalty. Decisiveness. Teaching ability. Ability to solve problems. Courage. Self motivation. Desire for achievement and prestige. Social balance and understanding. Sense of responsibility. Emotional balance and poise. Ability to influence people, individually and in groups. Attitudes towards subordinate and associate. Attitude towards community and associations. Attitude towards economic and political systems.

Principles of Executive Development

Based on research and experience, a number of principles have been evolved which should serve as guides in creating and maintaining an effective executive development programme. Such principles are as follows: All development is self - development Development is closely akin to education Gearing to individual differences Long range process Adequate facilities Adequate rewards Effective immediate supervisor

Skills Required by Executives

Various types of development needs typically required by an executive position can be categorized under the following heads: Decision-making skills Interpersonal skills Job Knowledge Organizational Knowledge General Knowledge Specific Individual needs Other needs. In each of these categories, a number of alternative methods are available to achieve the desired objectives.

Methods of Executive Development

In order to fulfil the aforesaid development needs, many alternative methods may be adopted which have been depicted as follows: a) Decision Making Skills: The primary job of an executive is decision making. Decision making skills can be developed through the following methods.

i) In-basket Each group of trainees is given a file of correspondence containing background information on the company, its products, organisation, key personnel and other data. Each individual studies the file and, if any other information is required, it is supplied to him.

Cont.. Having gone through the file, he makes his observations on the situation. Then, the observations of each individual member are compared and conclusions are drawn and thereafter put down in the form of a report.
In these methods, decisions are objective and rapid but all the same it is a costly method.

ii) Business or Management Games A management game is a classroom exercise in which teams of students compete against each other to achieve common objectives. The game is designed to be a close representation of real life conditions. The trainees are asked to make decisions about production, cost, research and development, inventories, sales, etc. for a simulated organisation. Since they are often divided into teams or competing companions, experience is also obtained in team-work.

Cont.. iii)Case Studies Under this method, the trainees may be given a problem to discuss which is more or less related to the principles already taught.

This method gives the trainee an opportunity to apply his knowledge to the solution of realistic problems. The trainees may be assigned the cases for written analysis and oral class discussion without any prior explanation of pertinent concepts and theory.
The case study places heavy demands upon the trainees and requires that they should have a good deal of maturity and background in the subject matter concerned.

Cont..
b) Interpersonal Skills Behaviouralists lay more emphasis on developing interpersonal competence among effective executives so that they may be able to get things done through others. Interpersonal skills can be developed through the following methods: i) Sensitivity Training Sensitivity training or T-group training means the development of awareness and sensitivity to behavioral patterns of oneself and others. It is an experience in interpersonal relationships which results in a change in feelings and attitudes towards oneself and others. T-groups are helpful in unlearning and learning certain things. They help the participants to understand how groups actually work and give them a change to discover how others interpret them.

Cont..
ii) Role Playing Under this method, a conflict situation is artificially created and two or more trainees are assigned different parts to play.

No dialogue is given before hand.

The role players are provided with either a written or oral description of a situation and the role they are to play.

They being allowed sufficient time to plan their actions, they must then act out their parts spontaneously before the class. For instance, a role-playing situation may be a superior discussing a grievance with an employee or a salesman making a presentation to a purchasing agent.

Cont..
iii)Structural Insight As per this method, first of all, a manager is required to write about his espoused theory of leadership i. e. how does he deal with other people.

Then an actual meeting conducted by the manager is taperecorded. Thereafter all the managers involved in the development programme meet together and each of the managers is asked to diagnose and describe the actual theory in use as revealed by his own tape.
In the discussion that follows it, a comparison of the espoused theory with the theory actually in use as revealed by the tapes is made. The objective of this exercise is to reveal the difference between the stated belief and actual behaviour, if there is any. In case there is a difference, it is to be reduced by either changing the espoused theory or the theory in use.

Cont.. c) Job Knowledge In addition to decision-making and interpersonal skills, an executive needs to acquire knowledge regarding the actual job he is supposed to do. This can be done through the following methods. i)On-the Job Experience Learning by experience is the oldest and important method of development irrespective of the level an executive belongs to. Interactions with fellow professionals on the job are a major source of motivation as well as information though experience alone is not sufficient.
ii) Coaching The distinctive feature of this technique is face to face counselling. The coach helps by explaining the relevance of information and also in generating alternatives for problems. Coaching also involves teaching by example.

Cont..
iii)Understudy In understudy a certain person is specifically designed as the heir apparent. The executive is expected to train this heir apparent to fill his (executives) place when he (executive) may be away for sometime because of business trip, illness, vacation, or for any other reason.

d) Organizational Knowledge It is equally important that a trainee must have knowledge about the total organisation, i. e. he must have exposure to information and events taking place in the entire organization. This can be had through: i) Position Rotation The major objective of job rotation training is the broadening of the background of trainee in the organisation. If an executive is rotated periodically from one job to another job, he acquires a general background

Cont.. ii) Multiple Management It is also known as committee assignment. Under this method, an ad hoc committee or a junior board of directors is constituted and is assigned a subject to discuss and make recommendations. e) General Knowledge General knowledge can be acquired and enhanced considerably through formal educational institutions of various types. But in this regard, the following play main role: i) Special Courses ii) Special Meeting iii) Selective Reading

Cont..
f) Specific Individual Needs Because of individual differences among the executives, development programmes should be tailored so as to meet the specific need(s) of the individual executive because it is difficult to have standard development programme to meet specific needs typical to an individual executive. This problem is solved with the help of the following two methods: i) ii) Special Project Committee Assignment

Procedure of Executive Development Programme

The main stages involved in an executive development programme are as follows: Organisation Planning Programme Targeting Ascertaining Key Positions Requirements Managerial Appraisals Replacement of Skills Inventors Planning Individual Development Programmes Appraising the Programmes Thus you have seen that training and development programmes enjoy a special place in the human resource management as the same are instrumental in the accomplishment of both individual and organizational objectives.