Human Resource Planning Prof.

Sharmila Anthony Human Resource Planning: Introduction Manpower or human resource may be thought of as the total knowledge, skills, creative abilities, talents and aptitudes of an organizations work force, as well as the values, attitudes and benefits of an individual involved. It is sum total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the employed persons. Human Resource Planning : Introduction It is the most valuable asset of an organization, and not the money or physical equipment. Human Resource Planning is also known as the manpower planning, personnel planning etc. Human Resource Planning : Defined HRP or manpower planning is the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. HRP is defined as the process which ensures that organization has right number of people, right kinds of people, at right place and at right time. HRP: Activities HRP consists of a series of activities, (a) Forecasting - future manpower requirements, either in terms of mathematical projections of trends in the economic environment and development in industry, or in terms of judgemental estimates based upon the specific future plans of a company. (b) Making an inventory- of present manpower resources and assessing the extent to which these resources are employed optimally; HRP: Activities c) Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and d) Planning the necessary programmes of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirement are properly met.

Need for HRP Organizations need personnel with the necessary qualifications, skills, knowledge, work experience and aptitude for work. These are provided through effective manpower planning. Constant need for replacing personnel (grown old, retired, die, or incapacitated because of physical or mental ailments), otherwise work would suffer. Frequent labor turnover Need for HRP In order to meet the needs of expansion programmes ( increase in the demand for goods and services, rising standards of living, competitive position of a firm; and the growth rate of the organization.) To meet the challenge of a new and changing technology and new techniques of production, existing employees need to be trained or new blood injected in an organization also the nature of present work in relation to its changing needs necessitates the recruitment of new labor. Need for HRP To identify areas of surplus personnel or areas in which there is a shortage of personnel, if surplus, it can be redeployed; and if there is shortage, it may be made good. Objectives of HRP To recruit and retain the human resources To foresee the employee turnover To meet the needs of the programmes of expansion and diversification. To foresee the impact of technology on work, existing employees and future Human resource requirements. To improve the standards, skills, knowledge, ability and discipline. To make the best use of Human Resources. Job Analysis Job analysis is very fundamental aspect of human resource planning, which defines the jobs within the organization and the behaviors necessary to perform these jobs. Job analysis is a process of discovering and identifying the pertinent information relating to the nature of a specific job.

An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. The product of the analysis is a description or specifications of the job, not a description of the person. Purpose of Job Analysis 1. Determining the Training Needs: JA can be used in training/ needs assessment to identify or develop. 2. Compensation: to determine skill levels, responsibilities, level of education required. 3. Selection Procedure: For placing advertisements of vacant position, appropriate salary, interview questions; selection tests. 4. Performance Review: to set goals and objectives, performance standards, evaluation criteria, probation period, & duties to be evaluated. Steps In Job Analysis Job analysis is the process whereby jobs are investigated in sufficient detail to enable : (a) recruitment of people into them or (b) assessment of the performance of people who are already working in them. There are five basic steps required for doing a job analysis : Step1: Collection of Background Information- The make-up of a job, its relation to other jobs, and its requirements for competent performance are essential information needed for a job evaluation.

Steps In Job Analysis Background information such as organization charts, class specifications(general requirement of the class of job to which the job under analysis belongs); and the existing job description. Step2: Selection of Representative Position to be Analyzed - Since the analysis of all jobs would be time-consuming, representative positions should be analyzed.

Steps In Job Analysis Step 3: Collection of data for Representative Position to be Analyzed - Job data on features of the job, required employees qualifications and requirements, should be collected either from the employee who is currently performing the job; or from other employees i.e. foremen or supervisors. Step4: Developing A Job Description The information collected is to be developed in the form of a job description. Steps In Job Analysis It is a written statement that describes the main features of the job, as well as the qualifications /activities which the job incumbents must possess. Step 5: Developing Job Specification Last step is to convert the Job Description statement into Job Specifications, i.e. to specifically mention what personal qualities traits, skills and background is necessary for getting the job done. Techniques of Job Analysis Several methods exist that may be used individually or in combination. These include: * Review of job classification systems Grouping of jobs within the company e.g: Clerks, Managers etc.. * Group Interviews: Interviewing groups of employees having the same job * Supervisor interviews: Interviewing supervisors who are knowledgeable about the job being analysed * Direct Observation: making records by observing the duties, tasks, events & activities in the job Techniques of Job Analysis * Critical Incident Technique: (CIT) : based on critical incidents/a situation in the past when an event occurred in relation to the nature of the job Questionnaire method: this involves developing a series of questionnaire to understand the basic job requirements. Diary Method: in this method, jobs are analysed & assessed based on the daily records of the workers or their list of activities

Position or Job Description

Job description is an important document which is basically descriptive in nature and contains a statement of job analysis. It provides both organization information(location in structure, authority, etc)and functional information (What the work is). It defines the scope of job activities, major responsibilities, and positioning of the job in the organization. Job Description describe jobs, not job holders. The movement of employees due to promotion, quits, etc. would create instability to job descriptions if people rather than jobs are described. Uses of Job Description It aids in the development of job specifications, which are useful in planning recruitment, in training and in hiring people with required skills. Used to orient new employees toward basic responsibilities and duties. It is a basic document used in developing performance standards. It can be used for job evaluation, a wage and salary administration technique. Recruitment and Selection Recruitment is discovering of potential applicants for actual or anticipated organizational vacancies. It is a linking activity bringing together those with jobs and those seeking jobs. Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, the first being the manpower planning. Techniques of Recruitment a. Internal Recruitment : Organizations have a policy of informing current employees about the job openings before trying to recruit from other sources. Internal job posting give current employees the opportunity to move into the firms more desirable jobs. b. Referrals from current employees : Current employees tend to refer who are demographically similar to themselves. Techniques of Recruitment c. Former Employees : A firm may decide to recruit employees who previously worked for the organization. d. Advertisement : advertisement in newspapers, pamphlets etc.. e. Employment Agencies : Many organization use external contractors to recruit and screen applicants for a position.

f.

Campus Interview : Many organizations have college/campus recruitment programs that target certain universities, colleges and institutes.

Selection Selection starts from the stage where rejection starts. Selection is the mechanism that determines the overall quality of an organizations human resources. Selection is a process of matching between the skills of the individual and the recruitments of the job. Selection processes or activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. Techniques of Selection 1) Employment Test : To choose appropriate candidates from a pool of candidates, it is necessary to use test, which are objective and multipurpose. Examples Intelligence Test, Aptitude Test, Personality Test and Interest Test. 2) Reference check in selection : It helps to investigate about the prospective employees social relations. The opinions of previous employers and others, who have known to applicant, are generally useful in getting a picture of his /her potential performance in a particular job. Techniques of Selection 3) Employment Testing and Interview : In the process of selection of good employees, it is essential to test the candidates comprehensively so as to ensure the best among the pool. There are various testing methods such as, written test to assess the intelligence, abilities, and personality traits; performance simulation test, and the test administered at assessment centers. Techniques of Selection 4) Placement : Placement refers to the actual procedure wherein an individual is assigned with a job. It is a final decision taken by the management as to the position, which needs to be occupied by the applicant . It also involves assigning a specific rank, position and responsibility to an employees in the organization structure. It is an important HR activity which is done after matching the qualification, ability, and personality with the position in the organization. Techniques of Selection 5) Orientation : Orientation must be conducted as soon as possible after the employee commences work within the business. Orientation and induction of new employees has a focus toward

Building the relationship, that is the employer developing a relationship with the employee, based on the attraction that had been established in the recruitment and selection phases. Orientation is the introduction of new employees to their job, their colleagues and the organization. Techniques of Selection 6) Socialization : It is a process by which an individual learns the values, abilities, socially expected behavior, and social knowledge essential to participate as a member of an organization. The process impacts on the new members work productivity, commitment to the organizations objectives, and his/her decision to stay with the organization. Performance Appraisal System Prof. Sharmila Anthony PERFORMANCE APPRAISAL SYSTEM Performance Appraisal is a method of evaluating the behaviour of employees in the workspot, which includes both - qualitative & quantitative aspects of job performance. It is a process that involves determining & communicating to an employee how he or she is performing the job and thereby establishing a plan of improvement. Performance Appraisal, also known as employee appraisal and is a part of career development. PERFORMANCE APPRAISAL SYSTEM A Performance Appraisal System should be: Able to correlate with the organizational mission, philosophies, and value system; Cover assessment of performance as well as potential for development; Take care of organizational as well as individual needs;

Help in creating a clean environment by linking rewards with achievements, Generate information for the growth of employees as well as of the organization, and suggest appropriate person-task matching and career plans. PERFORMANCE APPRAISAL SYSTEM People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people.

Therefore, performance management and performance appraisal is necessary to understand each employees abilities, relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance. APRAISAL PROCESS Performance appraisal involves an evaluation of actual against desired performance. PA is a multistage process in which communication plays an important role. Craig, Beatty and Baird(1986) suggested an eight-stage performance appraisal process: 1) Establishing standards and measures: The first step is to identify and establish measures which would differentiate between successful and unsuccessful performance. The methods for assessing performance should be decided next. APPRAISAL PROCESS 2) Communicating job expectations: The second step in the appraisal process is communicating to employees the measures and standards which will be used in the appraisal process. Such communication clarify expectations and creates a feeling of involvement. 3) Planning : In this stage, the managers plan for the realization of performance expectations, arranging for the resources to be available which are required for attaining the goals set. Appraisal Process - Contd.. 4. Monitoring performance: Performance appraisal is a continuous process, involving ongoing feedback. Though performance is appraised annually, it has to be managed each day & all year long. Monitoring is a key part of the performance appraisal process. It involves providing assistance as necessary and removing obstacles rather than interfering. The best way to effectively monitor is to walk around, creating continuous contacts, providing first-hand information, and identifying problems, which can then be solved promptly. APPRAISAL PROCESS 5) Appraising: This stage involves documenting performance through observing, recalling, evaluating, written communication, judgment and analysis of data. Its the process of creating and maintaining an appraisal record. 6) Feedback : After the formal appraisal stage, a feedback session is desirable. This session involves verbal communication, listening, problem solving, negotiating, compromising, conflict resolution and reaching a consensus.

APPRAISAL PROCESS 7) Decision making: On the basis of appraisal and feedback results, various decisions can be made about giving rewards(e.g., promotion, incentives, etc.) and punishments (e.g. demotion). The outcome of an appraisal system is also used for career development. APPRAISAL PROCESS 8. Development of performance: The last stage of performance appraisal is development of performance, or professional development, by providing opportunity for upgrading skills through training. This is made possible by supporting participation in professional conferences or by providing opportunities for further study. Such opportunities act as incentives or rewards to employees.

OBJECTIVES OF APPRAISAL The aim of the evaluation system is to identify the performance gap. It means that it helps determine the gap between actual performance of the employee and that which is required or desired by the organization. The aim of the feedback system is to inform the employee about the quality of their work or performance . This is an interactive process by which the employee can also speak about their problems to their superior. An effective performance appraisal system should emphasis individual objectives, organizational objectives and also mutual objectives. PERFORMANCE MANAGEMENT Vs PERFORMANCE APPRAISAL Performance management is a much bigger system, and is much more valuable to managers and companies than performance appraisal. Performance Management System(PMS) include: * Performance Planning (Goal setting) * Ongoing Performance Communication * Data Gathering, Observation and Documentation * Performance Appraisal Meetings * Performance Diagnosis and Coaching

PERFORMANCE MANAGEMENT Vs PERFORMANCE APPRAISAL PM is an ongoing process of measuring and adjusting performance continually focusing on behaviors throughout the year. PA is an assessment of the employees performance by both the employee and his superior jointly, with the purpose of allocating a score that may be used for both development and salary or promotion purposes. PM includes PA as one of its elements. In fact PA is the least important component of a performance management system. PERFORMANCE APPRAISAL METHODS PA is a process by which employees performance is assessed for the corrective actions, by which organizations can take appropriate decisions about any employee. Determining the best appraisal method depends upon the objectives of the organization. The real success of performance appraisal does not lie in the method or form used; it depends upon the managers human relation skills. PERFORMANCE APPRAISAL METHODS I. Essay appraisal method: The assessor writes a brief essay providing an assessment of the strengths, weakness and potential of the subject. Since the length and content of the essay vary between assessors, essay ratings are difficult to compare. Graphic rating scale: A graphic rating scale assesses a person on the quality of his or her work(average; above average; outstanding; or unsatisfactory).Assessment could also be trait centered and cover observable traits, such as reliability, adaptability, communication skills, etc. It is more consistent and reliable in comparison with essay appraisal.

II.

PERFORMANCE APPRAISAL METHODS III. Field review method: In the field review method, member of the HRM staff meets a small group of assessors from the supervisory units to discuss each rating, systematically identifying areas of inter-assessor disagreement. Although field review assessment is considered valid and reliable, it is very time consuming. Forced-choice rating method: In this technique the most common method is to force the assessor to choose the best and worst fit statement from a group of statements. These statements are weighted or scored in advance to assess the employee. The scores or weights assigned to the individual statements are not revealed to the assessor so that she or he cannot favor any individual.

IV.

PERFORMANCE APPRAISAL METHODS

V.

Critical incident appraisal method: In this method, a supervisor describes critical incidents, giving details of both positive and negative behavior of the employee. These are then discussed with the employee. The discussion focuses on actual behavior rather than on traits. Management by objectives (MBO): The employees are asked to set their own performance goals. This method is currently widely used, but not always in its true spirit. Even though the employees are consulted, in many cases management ends up by imposing its standards and objectives. To avoid such problems, the work standard approach is used.

VI.

PERFORMANCE APPRAISAL METHODS VII. Work standard approach: In this technique, management establishes the goals openly and sets target against realistic output standards. These standards are incorporated into the organizational performance appraisal system. However, it is difficult to compare individual ratings because standards for work may differ from job to job and from employee to employee. Ranking method: Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. Under this method, the manager compares an employee to another employee, rather than comparing each one to a standard measurement.

VIII.

Behaviorally anchored rating scales(BARS): This is a relatively new technique. It consists of sets of behavioral statements describing good or bad performance with respect to important qualities. BARS is a performance appraisal method combining rating and critical incidents. PERFORMANCE APPRAISAL METHODS Based on Oberg,1972; and Monga, 1983 some of the important forms of ranking for performance appraisal for multiple person evaluation are given below: a. Alteration ranking method: The individual with the best performance is chosen as the ideal employee. Other employees are then ranked against this employee in descending order of comparative performance on a scale of best to worst performance. Paired comparison: The paired comparison method systematizes ranking and enables better comparison among individuals to be rated. Every individual in the group is compared with all others in the group. The evaluations received by each person in the group are counted and turned into percentage scores. The scores provide a fair ideas as to how each individual in the group is judged by the assessor.

c. Person -to-person rating: In the person-to-person rating scales, the names of the actual individuals known to all the assessors are used as a series of standards. These standards may be defined as lowest, low, middle, high and highest performers. Individual employees in the group

are then compared with the individuals used as the standards, and rated for a standard where they match the best. d. Checklist method: The assessor is furnished with a checklist of pre-scaled descriptions of behavior, which are then used to evaluate the personnel being rated(Monga, 1983). The scale values of the behavior items are unknown to the assessor, who has to check as many items as she or he believes describes the worker being assessed. A final rating is obtained by averaging the scale values of the items that have been marked.

e. Assessment centres: This technique is used to predict future performance of employees were they to be promoted. The individual whose potentials is to be assessed has to work on individual as well as group assignments similar to those they would be required to handle if promoted. The judgment of observers is pooled and paired comparison or alteration ranking is sometimes used to arrive at a final assessment. The final assessment helps in making an order-of- merit ranking for each employee. PERFORMANCE APPRAISAL METHODS g) The Narrative Method: The narrative method requires the manager to write a statement about the employees performance. The narration is often combined with another method. MANAGEMENT BY OBJECTIVE (MBO) In 1961 Peter Drucker popularized the Management by Objective (MBO) method. In this method the subordinate in consultation with the supervisor chalks out short term objectives followed by specific actions that he has to carry out. The goals are finally set and are action oriented. The goals set should be(SMART)i.e. specific, measurable, achievable, reviewable and time bound and most importantly it should be aligned with the goal of the organization. At the end of the specified time period, the activities are jointly reviewed by both the subordinate and his supervisor. Depending on the performance of the subordinate, the goals are modified or redesigned for the next time. MANAGEMENT BY OBJECTIVE (MBO) MBO is a process in which managers/employees set objectives for the employee, periodically evaluate the performance, and reward according to the result. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished(methods). MBO is thus a performance oriented system. A well thought out MBO system provides multiple benefits. It establishes a link between the performance of the individual and the organization. It is easy to implement because those who carry out the plan also participates in setting it up. Each employee becomes aware of the task he has to perform. This leads to better utililzation of capacity and talent. 360 Degree Feed back system

Meaning: An appraisal made by top management, immediate superior, peers, subordinates, self and customers is called 360 Degree Appraisal. This system collects information from multiple parties to design promotion & rewards The performance of the employee or manager is evaluated by six parties, including himself. So, he gets a feedback of his performance from everyone around him. This method is very reliable because evaluation is done by many different parties. 360 Degree Feed back system 360 degree appraisal was first developed by General Electric (GE), USA in 1992 Today it is used by all major organisations. In India, it is used by Crompton Greaves, Wipro, Infosys, Reliance Industries, etc. 360 Degree Feed back system 1. Top Management - The top management normally evaluates the middle level managers. However, in a small organisation, they also evaluate the performance of the lower level managers and senior employees.

2. Immediate Superior - The immediate superior is in a very good position to evaluate the performance of his subordinates. This is because they have direct and accurate information about the work performance of their subordinates. 3. Peers / Co-workers - Peer or colleagues also evaluate each other's performance. They work continuously with each other, and they know each other's performance. Peer evaluation is used mostly in cases where team work is important.

4. Subordinates - The Subordinates can also evaluate the performance of his superior. Now-a-days students are asked to evaluate the performance of their teachers. 5. Self Appraisal - In the self-appraisal, a person evaluates his own performance. He should be honest while evaluating himself. This results in self-development.

6. Customers - Customers can also evaluate the performance of the employees who interacts with them. This evaluation is best because it is objective. It is also given a lot of importance because the customer is the most important person for the business. Organisations use customer appraisals to improve the strengths and remove the weaknesses of their employees. TRAINING AND DEVELOPMENT

Prof. Sharmila Anthony

TRAINING AND DEVEOPMENT The key factor to lead any enterprise is its efficient and effective workforce. There is increased demand of efficient workforce who can confront with the rapid changing scenario in a competitive arena. Training and Development is the process that attempts to provide an employee with information, skills and an understanding of the organization and its objective. Its a process which not only means to improve organization or organizational culture but also enhances the capability of individuals. T& D CONCEPT Training and education is related phenomena but these concepts differ in crucial ways. Since training is a part of education and concerned with the development of specific skills or ability, while education is used in much wider sense. Education involves the development of the individual as a whole, as socially, intellectually and physically. Training: training is the process of providing employees with specific skills or helping those correct deficiencies in their performance. T& D CONCEPT Development: development is an effort to provide employees with the abilities the organization will need in the future. Development is that phase of training which enables the human resources to exert their full potential towards their job. Training and development programs are combined together for developing skills as well as basic attitudes, leading to continued personal growth. COMPONENTS OF TRAINING A complete employee training program includes a formal new hire training program with an overview of the job expectations and performance skills needed to perform the job functions. A new hire training program provides a fundamental understanding of the position and how the position fits within the organizational structure. The more knowledge the new associate has about how one workgroup interrelates with ancillary departments, the more the new associate will understand his or her impact on the organization.

COMPONENTS OF TRAINING A solid new hire training program begins with the creation of an employee training manual, in either notebook format or online. This manual acts as a building block of practical and technical skills needed to prepare the new individual for his or her position. In order for the department to understand current policies and procedures, a manager must ensure the department manuals or online employee training are kept current. COMPONENTS OF TRAINING Much of this employees training and reference material belongs online these days in the company Intranet. COMPONENTS OF TRAINING

Activities involved in Designing Training are: During the design phase, trainers work from learning goals to design a training system that learners and trainers can implement to meet the learning goals. This phase also typically includes identifying learning objectives, needed facilities, necessary funding, course content, lessons and the sequence of lessons. COMPONENTS OF TRAINING

The various training media are selected, e.g., instructor-led, computer-based, World Wide Webbased, self-directed, interactive and computer-based, or multi-media based. Course content is often piloted during the development phase, or initially tested, to ensure the content is understandable. This design phase can also includes identifying evaluation criteria to evaluate if course content is understandable by learners.

ADVANTAGES OF TRAINING Major advantages of training are:

1. Increased productivity: an increase in skill results in an increment in both quality & quantity if output. However systematic training is required so as to achieve even minimum levels of accomplishment 2. Reduced supervision: trained employees can perform with limited supervision. But greater independence is not given unless adequate training has been given to the employee

ADVANTAGES OF TRAINING

3. Reduced accidents: accidents are caused due to deficiency in people rather than deficiency in equipment & working conditions. Through proper training in both skills & safety attitude, rate of accidents can be reduced within companies 4. Increased organizational stability: training helps in enhancing human capital of an organization which leads to stability within the organization. Loss of key personnel can be taken care of by creating a reservoir of trained employees in multiple skills TRAINING NEED ANALYSIS MODEL TRAINING PROCESS AND PROCEDURE TRAINING PROCESS AND PROCEDURE Today training has become the most important organizational activity not only in the business organizations but in the educational institutions also. To make training program effective and to get desired result of training, the organization must follow the ethical practices during providing training program. The organization must categorize the people on the basis of skills, knowledge and also on the basis of nature of the job. TRAINING PROCESS AND PROCEDURE Identifying the training needs: It is a through study and analysis of the entire organization, its operations and manpower resources available in order to find out not only the trouble spot" but also to find out the prospective developmental avenues where training may be needed.

I.

Identifying the training needs requires categorization of personnel, i.e. the existing employees or newcomers, who are to be joining the organization. Identifying the training needs:

Identifying the training needs can be done by: Observation Listing the problems Proper network and channels Examining the problems employees have to face Setting training objectives:

II.

Setting training objectives: The organizational need assessment of training requires an examining of the objective of the organization, whether short-term or long term objective.

The organizations financial, social, human resource growth, and market objectives need to be matched with firms human talent, structure, climate, and efficiency. The next logical step involved in designing a training program is to fill in the gap between the existing and desired state of knowledge, attitude, skill & creativity. Setting training objectives: Objectives of training are as follows:

a. Strong and mature employees is the prime objective of training. b. To impart induction to new employees and to initiate socialization process through induction training which helps new employees know more about their hopes and aspirations. These help new employees settle down in the new environment. Setting training objectives:

c. To help the employees functions more effectively in their present positions by updating them the latest techniques, concepts, ideas and skills. d. To change the attitude and heighten the morale so that they can support the organizational culture. III. Designing Training methods: Designing Training methods: Designing a training system that learners and trainers can implement to meet the learning goals; typically includes identifying learning objectives, needed facilities, necessary funding, course content.

In practice, a variety of training methods are employed for achieving training objectives. TRAINING METHODS

The training programs commonly used to train operative and supervisory personnel are discussed below: a. On the job Training Methods b. Off the job Methods

a. On the job Training Methods: This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. TRAINING METHODS The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. On-the-job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments.

(i)

On- the -job training Job Rotation: This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments.

Though this method of training is common in training managers for general management positions, trainees can also be rotated from the job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. (ii) On- the- job training Coaching : The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden.

A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. (iii) On- the- job training Job Instruction: This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.

(iv)

Committee Assignments: Under this committee assignment, a group of trainees are given and asked to solve an actual organizational problem. The trainee solve the problems jointly. This develops team work. Off- the- job training

b. Off-the job Training Methods: Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Companies have started using multimedia technology and information technology in training.

Off the job training methods are as follows: I. Vestibule Training: In this method, actual work conditions are simulated in a class room, Material , files and equipment which are used in actual job performance are also used in training.

This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method.

II.

Role Playing: It is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing inter-personal interactions and relations.

III.

Lecture Method: The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees.

An advantage of the lecture method is that it is direct and can be used for a large group of trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer of training effectively.

IV.

Conference or Discussion: It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance.

Discussion has the distinct advantage over the lecture method, in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups.

V.

Programmed Instructions : In recent years, this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units.

These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.

IV. EVALUATION OF TRAINING PROGRAMME The process of training evaluation has been

defined as any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information. Evaluation leads to controlling and correcting the training program.

EVALUATION OF TRAINING PROGRAMME

The various methods of training evaluation are: i. ii. iii. Immediate assessment of trainees reaction to the program. Trainees observation during the training program. Knowing trainees expectations before the training program and collecting their views regarding the attainment of the expectations after training.

iv.

Seeking opinion of the trainees superior regarding his /her job performance and behavior before and after training.

v. vi.

Evaluation of trainees skill level before and after the training program. Measurement of levels in absenteeism, turnover, wastage/scrap, accidents, breakage of the machinery during pre and post period of the training program. Measurement of trainees attitudes after the training program.

vii.

RECENT DEVELOPMENT IN TRAINING

Employee Self Initiative Employees have realized that change is the order of the day and they have started playing the role of an change agent. Consequently, employees identify their own training needs, select appropriate training program organized by various organizations and undergo the training programs. Thus, employees in recent times started taking proactive learning measures on their own.

RECENT DEVELOPMENT IN TRAINING

On-line Training Companies have started providing on-line training. Trainees can undergo training by staying at the place of their work. Participants complete course work from wherever

they have access to computer and internet. This method saves on time & money as employees undergo training as per their convenience & availability of time

RECENT DEVELOPMENT IN TRAINING

Web based training when combined with other communication technology like e-mail, teleconferencing, video-conferencing provides following facilities & advantages: Self paced learning

Training comes close to the employee Interactive learning New employees need not wait for scheduled training sessions On-line help for trainees

RECENT DEVELOPMENT IN TRAINING

Audio Visual methods & E-Training: Audiovisual methods are used to teach skills & knowledge in production & marketing jobs. Videotapes are used to illustrate the steps in production process. Computer-Assisted Instruction(CAI) system is used to deliver materials for practice & exercise including problem solving & gaining forms of instruction on how to do a job CAI is combined with Computer managed instruction system which evaluates training efficiency

RECENT DEVELOPMENT IN TRAINING Benefits of multimedia:

1. Low cost 2. Flexibility of content for learner 3. Convenience of time for learning 4. Unlimited amount of review & learning 5. Participants can be large & geographically dispersed 6. No travelling for participants Organization Development Prof. Sharmila Anthony MEANING OF ORGANIZATION The term organization refers to a group of people who work together to achieve a common goal It is the skeletal framework of an enterprise, just like the architectural plan of building, design to achieve its common goal.

An organization is a process, which brings people together and welds them to create a synergetic effect for the benefit of the organization ORGANIZATION DEVELOPMENT DEFINITION What is OD? Warren G. Bennis defines OD as a complex educational strategy intended to change the beliefs, attitudes, values and structure of organizations so that they can better adapt to new technologies, markets and challenges and the dizzying rate of change itself. THE CONCEPT OF ORGANIZATION DEVELOPMENT OD is an educational strategy which focuses on the whole culture of the organization in order to bring about planned change. It seeks to change the entire culture of the organization.

NATURE OF ORGANIZATION DEVELOPMENT OD is: 1. planned 2. organization wide, and 3. managed from the top to bottom 4. increases organizational effectiveness and health through planned interventions in the organizations process, using behavioral science knowledge.

ORGANIZATION DEVELOPMENT vs. MANAGEMENT DEVELOPMENT Organization development is a strategy which is implemented from the top with a view to bring about planned organizational change for the purpose of increasing organizational effectiveness. Management development on the other hand, is a device to increase the skills and ability of the managers of a organization. ORGANIZATION DEVELOPMENT vs. MANAGEMENT DEVELOPMENT Organizations usually send their managers to attend management development programs such as refresher courses, seminars, symposia, etc.

An organization development program is designed keeping in view the values and the culture of organization. ORGANIZATION DEVELOPMENT vs. MANAGEMENT DEVELOPMENT The goal of management development becomes a part of OD because OD seeks to improve the entire system including the management development program. OBJECTIVES OF ORGANIZATION DEVELOPMENT i. ii. iii. To increase openness of communication among people. To enhance commitment, self-direction and self-control. To encourage the people who are close to the point of actual action to make the decisions regarding their issues through collaborative effort.

OBJECTIVES OF ORGANIZATION DEVELOPMENT iv. To encourage the confrontation regarding organizational problems with a view to arriving at effective decision. To increase the level of trust and support among employees. To develop strategic solutions to problems with higher frequency. To increase the level of individual and group responsibility in planning and execution.

v. vi. vii.

DESIGNING ORGANIZATIONAL STRUCTURE Organizations are economic and social entities in which a number of persons perform multifarious tasks in order to attain common goals. Organization design deals with structural aspects of organizations: it aims at analyzing roles and relationships so that collective effort can be explicitly organized to achieve specific ends. TYPES OF ADMINISTRATIVE ORGANIZATION LINE ORGANIZATION Broadly speaking there are three types of organizations, namely, line organization, line and staff organization and functional organization. 1. Line Organization:" Line structure consists of the direct vertical relationships which connects the positions and tasks of each level with those above and below it. TYPES OF ADMINISTRATIVE ORGANIZATION LINE ORGANIZATION Line organization is the oldest and the simplest form of organization structure. It is also known as the scalar or military type organization.

Under this form of organization, line of authority flows vertically from the topmost executive to the lowest subordinate throughout the entire organization structure. TYPES OF ADMINISTRATIVE ORGANIZATION LINE ORGANIZATION The authority is highest at the top and reduces through each successive level down the organization scale. TYPES OF ADMINISTRATIVE ORGANIZATION LINE AND STAFF ORGANIZATION Due to complexity of modern business, line organization has been modified by the introduction of staff specialists for providing expert advice on important matters. " Staff refers to those elements of the organization which provide advice and service to the line. TYPES OF ADMINISTRATIVE ORGANIZATION LINE AND STAFF ORGANIZATION In line and staff organization, the line serves to maintain unity of command and discipline whereas the staff provides expert knowledge and advice in the solution of managerial problems. Line executive are responsible for the execution of work and supervision of employees. TYPES OF ADMINISTRATIVE ORGANIZATION LINE AND STAFF ORGANIZATION Staff is auxiliary to line. It provides advice, information and assistance to line executives to enable them to work more efficiently. Production, marketing and finance are line departments in a manufacturing enterprise while purchasing, personnel and accounting are staff functions. TYPES OF ADMINISTRATIVE ORGANIZATION LINE AND STAFF ORGANIZATION Each staff function is under the charge of a staff specialist who has command over subordinates in his own department only. His advice and counsel is not binding on line executives. He cannot directly issue orders to subordinates in line departments. Thus, unity of command is maintained and the expert assistance is also available to line managers. LINE AND STAFF ORGANIZATION MODEL TYPES OF ADMINISTRATIVE ORGANIZATION LINE AND STAFF ORGANIZATION Line and staff organization is more suitable for large enterprises as compared to line organization because of the need of expert and up-to-date information for taking certain important decisions. Line can exist independently, but staff leans heavily on the line organization for its existence. TYPES OF ADMINISTRATIVE ORGANIZATION FUNCTIONAL ORGANIZATION

It is not an independent form of organization. Like line and staff organization, it also makes use of line authority. The functional authority occupies a mid-way position between line and staff authority. It is a means of putting the specialists in top positions throughout the enterprise. It confers upon the holders a limited power of command over the people of other departments concerning their function. TYPES OF ADMINISTRATIVE ORGANIZATION FUNCTIONAL ORGANIZATION Functional authority remains confined to functional guidance of different departments. It helps in maintaining quality and uniformity of the performance of functional area throughout the organization. F.W.Taylor, the father of scientific management is credited with the development of functional organization. TYPES OF ADMINISTRATIVE ORGANIZATION FUNCTIONAL ORGANIZATION Various activities of the enterprise are classified according to certain functions like production, marketing, finance, personnel, etc., and are put under the charge of functional specialists. A functional in charge directs the subordinates throughout the organization in his particular area of business operation. TYPES OF ADMINISTRATIVE ORGANIZATION FUNCTIONAL ORGANIZATION Subordinates are accountable to different functional specialists for the performance of different functions. TYPES OF ADMINISTRATIVE ORGANIZATION FUNCTIONAL ORGANIZATION BUSINESS PROCESS REDESIGN Business Process Redesign (BPR) is the analysis and design of workflows and processes within and between organizations. BPR is the critical analysis and radical redesign of existing business processes to achieve breaking improvements in performance measures. BUSINESS PROCESS REDESIGN BPR is not downsizing, restructuring, reorganization, automation, new technology, etc. It is the examination and change of the following five components of the business: 1. Strategy 4. Organization

2. Processes 3. Technology

5. Culture

BUSINESS PROCESS REENGINEERING Business process reengineering is the redesigning of business processes as well as associated systems and organizational structures in order to achieve a substantial improvement in business performance. The business reasons for making such changes could include poor financial performance, external competition, erosion of market share, or emerging market opportunities. BUSINESS PROCESS REENGINEERING The concept of reengineering originates from management theories developed as early as the 19th century. The purpose of reengineering is to make all business process best-in-class. Frederick Taylor suggested in the 1880s that managers use process reengineering methods to discover the best way to conduct tasks. BUSINESS PROCESS REENGINEERING BPR was first introduced to the business world by Frederick Taylor when he published his article, "The Principles of Scientific Management, in the 1900s. BUSINESS PROCESS REENGINEERING Basics of BPR Business Process Reengineering is the critical analysis and radical redesign of existing business processes within and between organizations, to achieve breakthrough improvements in performance. A business process is a set of logically related activities that take one or more kinds of input and create an output of value to the customer. BUSINESS PROCESS REENGINEERING Successful BPR implementation can result in enormous reductions in cost or cycle time. It can also potentially create substantial improvements in quality, customer services, or other parameters of business performance. BPR is a methodology for significant improvement to a business process, or for radical change in or complete replacement of such a process. BUSINESS PROCESS REENGINEERING

BPR is being used as a vehicle for re-aliging strategy, operations and systems to deliver significantly increased financial results and customer satisfaction. It helps to find ways to do more with less and provide a better product or services in the minimum amount of time, with speed, quality, and cost being the key drivers. Management and Organizational Change Prof. Sharmila Anthony The concept and nature of Change The term change' refers to any alteration which occurs in the following characteristicsi. ii. iii. Change results from the pressure of forces which are both outside and inside the organization. The whole organization tends to be affected by change in any part of it. Change takes place in all parts of the organization, but at varying rates of speed and degrees of significance.

The concept and nature of Change Change is a continuous phenomenon of organizational life. The survival and growth of an organization depends to a great extent on its ability to cope with change required by forces operating within its boundaries and in its external environment. Any change in its environment, such as changes in consumer tastes and preferences, competition, economic policies of the government, etc., make it imperative for an organization to make changes in its internal system. Forces For Change Organizations depend on and must interact with their external environment in order to survive and grow. They get inputs from their environment, transform them through various processes and export outputs to the environment. They take what environment gives and give what environment wants. Thus, organizations are constantly responding to their external environment by making necessary changes in the internal environment External Forces 1) Technology It is the major external force which calls for change. The rate of technological changes is greater today than any time in the past and technological changes are responsible for changing the nature of jobs performed at all levels in the organization. E.g., computer technology and automation have made a

remarkable impact on the functioning of organization. Japanese firms have progressed rapidly because they are very fast in adopting to new technology. External Forces 2) Marketing Conditions Market conditions are no more static. They are in the process of rapid change as the needs, desires and expectations of the customers change frequently.

There is tough competition between manufacturers and suppliers in the market. The market is flooded with new products and innovations everyday. All these factors put great pressure on the modern organizations to change their technological and marketing strategies. External Forces 3) Social Change Due to spread of education, knowledge explosion and Governments efforts, social changes are taking place at a fast speed.

The drive for social equality e.g., equal opportunity to women, equal pay for equal work, has posed new challenges for the management. The management has to follow social norms in shaping its employment, marketing and other policies. External Forces 4) Political Forces Political forces within and outside the country have an important influence on large business houses, particularly the transnational corporations.

The relation between government and business houses has become very complex in modern times. Interference of government in business houses has become very complex. The organizations have no control over the political and legal forces, but they have to adapt to meet the pressures of these forces. Internal Forces 1) Changes in Managerial Personnel Old managers are replaced by new managers which is necessitated by retirement, promotion, transfer or dismissal. Each manager brings his own ideas and way of working within the organization. The relationships, more particularly informal ones, change because of changes in managerial personnel. As result an organization has to change accordingly. Changes in the organization are quite fast when executives at the top change. Internal Forces

2) Change in Operative Personnel The make up of the workforce is changing fast. New workers have better educational qualifications, place greater emphasis on human values and question authority of managers. Their behavior is very complex and leading them for organizational goals is really a challenge. The changing personnel certainly act as a pressure that has to be handled properly by the organization. Internal Forces 3) Deficiencies in Existing Structures Changes may be needed to rectify deficiencies in the present organizational set up. These deficiencies may be in the form of unmanageable span of management, larger number of managerial levels, lack in coordination between various departments, obstacles in communication, lack of uniformity in policy decisions, lack of cooperation between line and staff. However, the need for change in such cases goes unrecognized until some major crisis occurs. Internal Forces 4)Chain Effect of Change Often a change touches off a sequence of related and supporting changes. This is known as domino effect. For e.g., creation of a new department may lead to creation of new managerial posts and reallocation of work in some other departments. If this aspect is not considered, there will be adverse effects on other parts of the organization and problems of coordination and control in future may arise. Therefore repercussions of any change must be studied and analyzed adequately before it is introduced. Types Of Changes 1. Changes in the Knowledge, Information and Techniques New techniques for production are being invented, great deal of research is being conducted in various institutions of the world on behavioral science, all these changes are contributing towards managing change in organization. Types Of Changes 2. Changes in Scope of Management The process of management has universal application. Many problems in different types of organizations like industrial, educational, religious, hospital, etc. are common and they call for the application of certain management principles. This has broadened the scope of management and given birth to the demand for specialization of the application of management knowledge.

Types Of Changes 3. Changes in the Issues and Problems before Managers There has been a great change, both in magnitude and number, in the problems before present day managers. These changes are caused by the emergence of large scale organizations and the separation of management from ownership. There has been awakening of the working class. Trade unionism has spread throughout the world. Consumers have also become conscious about their power over the organization. Types Of Changes 4. Changes in the Environment The world is changing fast. Population changes are becoming extremely significant to consumers, factors of production, social conditions, political consumer markets and the segmentation of markets into strata have created new problems. Consumption patterns are changing widely and managers continually search for market information to help them make sound decisions. Values, expectations and aspirations of the customers are continually undergoing transformation. Reactive Vs. Proactive Change Reactive change is brought by the management grudgingly since the survival of the organization is in danger. But if on the other hand, the management introduces on its own a profit sharing plan to enhance productivity and motivation of employees, such change would be called proactive change. Proactive change is a change that is initiated by an organization because it is identified as desirable whereas reactive change is the change implemented by an organization under pressure from environmental factors. Reactive Vs. Proactive Change Very few organizations adapt and change in a smooth and orderly way. Most of the organizations attempt to stick to old practices and procedures rather than planning change. For instance, workers in a factory have a long standing demand of profit sharing and they go on strike to press their demand. The change would be reactive if a profit-sharing plan is introduced because of pressure of the environment. Reactive Vs. Proactive Change Planned change is a proactive approach. Proactive management tries to anticipate the future and to see the organization as it should be if it is to be effective in the future. Management will never be able to anticipate the future with total accuracy, but proactive planning can reduce those out-of-step periods that characterize reactive organizations.

Causes of Resistance to Change The most-needed and best-planned change carries no guarantee that it will be accepted. As common as change is, the people who work in an organization may still not like it. Each of those routine changes can be accompanied by tension, stress, squabbling, sabotage, turnover, subtle undermining, behind the scenes foot-dragging, work slowdowns, needless political battles, resistance to change. Causes of Resistance to Change The sources of resistance to change on the part of individuals are discussed below: a. Economic Factors These factors relate to the basic economic needs of the workers like necessaries of life, job security and safety. b. Social Factors Individuals do have certain social needs like friendship, belongingness, etc. for the fulfillment of which they develop informal relations in the organization. They become members of certain informal groups and act as members of the group to resist change. Causes of Resistance to Change c. Psychological Factors These factors arise when workers perceive that factors relating to their psychological needs will be affected adversely by the proposed changes. These needs are sense of pride of achievement, of self fulfillment, etc. Workers may apprehend boredom and monotony in the new jobs as a result of specialization brought in by the new technology. Causes of Resistance to Change Workers may resist a change because they do not want to take trouble in re-learning the new things. Workers may not have the knowledge of entire change or they may be incapable of understanding the implications of new ideas or methods. Organizational Resistance to Change The sources of organizational resistance to change are

as follows: (1) Threat to Power - Top managers may consider a change as a potential threat to their power and influence in the organization due to which the change will be resisted by them. Top management will not like to take steps by which the position of trade union is strengthened. (2) Organization Structure Mechanistic organization structure has a built-in tendency for resistance to change. Organizational Resistance to Change (3) Resource Constraints Change may be resisted by an organization if it lacks in some resources which are critical for implementing the change. The organization may have inadequate financial resources to those who support change. (4) Sunk Costs - An introduction of change, say automation, may lead to the problem of sunk costs. The heavy capital blocked in fixed assets and training costs of human resources may go waste if the change is introduced. As a result, the change is resisted by the top management. Overcoming Resistance to Change Resistance to change is a type of human behavior which arises to protect human beings from the real or perceived effects of change. Change is a necessary way of life for any individual or organization. An organization which does not change when the forces of change require, its survival will be in danger. It is the responsibility of management to bring the necessary changes by overcoming the resistance put by the workers. Overcoming Resistance to Change The following strategies should be followed to successfully implement changes: 1) Communication One of the most obvious ways to overcome resistance to change is to inform people about the planned change and the need for it early in the process. Overcoming Resistance to Change

2) Participation and Involvement The management should discuss the change with the subordinates because people who have an opportunity to participate in planning for change will have a feel of commanding their own destiny and not of being pushed around. Participation will give the people involved a feeling of importance. They are likely to be more committed to the change if they are convinced about the rationale of change. Overcoming Resistance to Change 3) Education and Training - In order to successfully implement the change, subordinates must be taught new skills, helped to change attitudes, given the information they need to understand where they fit into the picture and how they will be expected to operate under the classes, meetings and conferences. 4) Facilitation and Support Easing the change process and providing support for those caught up in it is another way managers can deal with resistance to change. These include listening, providing guidance, allowing time off after a difficult period, and removing physical barriers in implementing change by providing appropriate training, tools, materials, etc Overcoming Resistance to Change 5) Negotiation and Agreement Negotiation with resistors and offering them incentives may be a useful technique for overcoming resistance. Examples are union agreements, promotion of nominees of the union, increased economic benefits to employees, etc. It may become relatively easy to avoid major resistance through negotiation. 6) Manipulation and Co-operation Sometimes managers covertly steer individuals or groups away from resistance to change. Overcoming Resistance to Change They may manipulate workers by releasing information selectively or by consciously structuring the sequence of events. Or they may co-opt an individual, perhaps a key person within a group, by giving him or her a desirable role in designing or carrying out the change process. 7) Explicit and Implicit Coercion Managers may force people to go along with a change by explicit or implicit threats involving loss of jobs, lack of promotion, and the like. Overcoming Resistance to Change

Overcoming resistance to change will involve pursuing more than one of the above approaches. Which techniques to employ, and how to translate them into effective actions, will depend on the specifics of the situation. Group Dynamics And Change A group is a cluster of persons related in some way by common interests over a period of time. Members of the group interact with each other and develop group cohesiveness among themselves. Therefore, management consider the group and not the individual as the basic unit of change. Group interactions are one of the social situations which facilitate adaption to change. OD Approach to Change OD seeks to use behavioral science knowledge to help organizations adjust more rapidly to change. It is a planned effort, organization wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization effectiveness and health through planned interventions in the organizations processes, using behavioral science knowledge. OD Approach to Change Its general objective is to bring about an all round improvement in organization and its processes. It is usually an organization-wide effort rather than limited to one small segment of the organization. It is a long-range, rather than a short-range, effort. The targets of the change effort are usually groups rather than individuals but changes in individual attitudes and values may also be involved.