Syllabus

HUMAN RESOURCES MANAGEMENT UNIT-I: Human resources management meaning and definitionobjectives-scope- functions. Human resources planning- definitionobjectives- need and importance - Human resources planning process. UNIT-II: job analysis, job description, job specification and job evealuation recruitment- factors affecting recruitment- sources of recruitmentrecruitment process- definition of selection- selection methods and process placement induction. UNIT-III: Definition of training-need and importance steps in training programme- types of training- training methods, wage and salary administration- objectives and principles of wage and salary administrationcomponenents- methods of wage payments. UNIT-IV: Industrial relations and grievances handling- concept- scope, objective and importance- causes for poor industrial relations remedies, meaning of grievances- causes- sources of grievances- grievance procedureessentials of sound procedure. UNIT-V: performance appraisal- meaning and methods of performance appraisal- definition and objectives of workers participation in managementforms and advantages.

Human Resource Management Definition:

Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives. Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Importance of training and development:

 Productivity - Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit - Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture - Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate - Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality - Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment - Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety - Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale - Training and Development helps in improving the morale of the work force. Image - Training and Development helps in creating a better corporate image. Profitability - Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. Training and Development demonstrates a commitment to keeping employees on the cutting edge of knowledge and practice. Human Resource Management: Objectives
To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals.

 To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life. Human resources planning: Definition: Human resource planning is the process of anticipating and carrying out the movement of people into, within, and out of the organization. Human resources planning is done to achieve the optimum use of human resources and to have the correct number and types of employees needed to meet organizational goals. 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 Planning the necessary programmes of requirement, selection, training, development, utilization, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met. need for human resource planning Every organization has to plan for Human resource due to:

1. The shortage of certain categories of employees and/or variety of skills despite the problem of unemployment. 2. The rapid changes in technology , marketing, management etc., and the consequent need for new skills and new categories of employees. 3. The changes in organization design and structure affecting manpower demand. 4. The demographic changes like the changing profile of the workforce in terms of age, sex ,education etc. 5. The Government policies in respect to reservation ,child labor, working conditions etc. 6. The labor laws affecting the demand for and supply of labor. 7. Pressure from trade unions, politicians ,sons of the soil etc. 8. Introduction of lead time in manning the job with most suitable candidate.

Benefits of Human Resource Planning: Human Resources Planning (HRP) anticipates not only the required kind and number of employees but also determine the action plan for all the functions of personnel management .The major benefits of Human resource planning are: 1. It checks the corporate plan of the organization 2. It offsets uncertainly and change .But the HRP offsets uncertainties and changes bto the maximum extent possible and enables the organization yo have right men at right time and in right place. 3. It provides scope for advancement and development of employees through training, development etc. 4. It helps to anticipate the cost of salary enhancement, better benefits etc. 5. It helps to anticipate the cost of salary , benefits and all the cost of human resources facilitating the formulation of budgets in an organization. 6. To foresee the need for redundancy and plan to check it or to provide alternative employment in consultation with trade unions, other organizations and government through remodeling organizational, industrial and economic plans. 7. To foresee the changes in values, aptitude and attitude of human resources and to change the techniques of interpersonal ,management etc. 8. To plan for physical facilities, working conditions and the volume of fringe benefits like canteen, schools, hospitals, conveyance, child care centres. quarters, company stores etc. 9. It gives an idea of type of tests to be used and interview techniques in selection based on the level of skills ,qualifications, intelligence, values etc., of future human resources. 10. It causes the development of various sources of human resources to meet the organizational needs. 11. It helps to take steps to improve human resource contributions in the form of increased productivity ,sales turnover etc. 12. It facilities the control of all the functions, operations, contribution and cost of human resources. Process of HR planning: Designing the Management System

A crosscutting issue in human resource planning is to ensure that a proper system is in place to handle the process. The overall aim of this system is to manage human resources in line with organizational goals. The system is in charge of human resource plans, policies, procedures and best practices. For example, the system should track emerging human resource management trends, such as outsourcing certain non-core functions, adopting flexible work practices and the increased use of information technology, and, if appropriate, implement them. Environmental Analysis: The first step in the human resource planning process is to understand the context of human resource management. Human resource mangers should understand both internal and external environments. Data on external environments includes the following: the general status of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the labor force. Internal data required include short- and long-term organizational plans and strategies and the current status of the organization's human resources. Forecasting Human Resource Demand The aim of forecasting is to determine the number and type of employees needed in the future. Forecasting should consider the past and the present requirements as well as future organizational directions. Bottom-up forecasting is one of the methods used to estimate future human resource needs by gathering human resource needs of various organizational units. Analyzing Supply Organizations can hire personnel from internal and external sources. The skill inventories method is one of the techniques used to keep track of internal supply. Skill inventories are manual or computerized systems that keep records of employee experience, education and special skills. A forecast of the supply of employees projected to join the organization from outside sources, given current recruitment activities, is also necessary. Reconciliation and Planning The final step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives. The key issue is that the plans should be acceptable to both top management and employees. Plans should be prioritized and their key players and barriers to success identified. Some of these plans include employee utilization plan, appraisal plan, training and management development plan and human resource supply plan

Job analysis: Job Analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.

A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system. Importance of Job Analysis Job analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. It forms the basis for demand-supply analysis, recruitments, compensation management, and training need assessment and performance appraisal

Components of Job Analysis Job analysis is a systematic procedure to analyze the requirements for the job role and job profile. Job analysis can be further categorized into following sub components.

Job Position Job position refers to the designation of the job and employee in the organization. Job position forms an important part of the compensation strategy as it determines the level of the job in the organization. For example management level employees receive greater pay scale than nonmanagerial employees. The non-monetary benefits offered to two different levels in the organization also vary. Job Description Job description refers the requirements an organization looks for a particular job position. It states the key skill requirements, the level of experience needed, level of education required, etc. It also describes the roles and responsibilities attached with the job position. The roles and responsibilities are key determinant factor in estimating the level of experience, education, skill, etc required for the job. It also helps in benchmarking the performance standards. Job Worth Job Worth refers to estimating the job worthiness i.e. how much the job contributes to the organization. It is also known as job evaluation. Job description is used to analyze the job worthiness. It is also known as job evaluation. Roles and responsibilities helps in determining the outcome from the job profile. Once it is determined that how much the job is worth, it becomes easy to define the compensation strategy for the position. Job specification: A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is developed from the job analysis. Ideally, also developed from a detailed job description, the job specification describes the person you want to hire for a particular job. Components of a Job Specification

Experience: Number of years of experience in the job you are seeking to fill. Number of years of work experience required for the selected candidate. Note whether the position requires progressively more complex and responsible experience, and supervisory or managerial experience. Education: State what degrees, training, or certifications are required for the position. Required Skills, Knowledge and Characteristics: State the skills, knowledge, and personal characteristics of individuals who have successfully performed this job. Or, use the job analysis data to determine the attributes you need from your ideal candidate. Your recruiting planning meeting or email participants can also help determine these requirements for the job specification. High Level Overview of Job Requirements: In under ten bullet points, cite the key components and requirements of the job you are filling. A job specification is useful for recruiting as it helps you write your job postings and your website recruiting material. The job specification is also useful for distribution in social media, for screening resumes, and for interviewers. Job evaluation: Job evaluation is a process of determining the relative worth of a job. It is a process which is helpful even for framing compensation plans by the personnel manager. Job Worth refers to estimating the job worthiness i.e. how much the job contributes to the organization. It is also known as job evaluation. Job description is used to analyze the job worthiness. It is also known as job evaluation. Roles and responsibilities helps in determining the outcome from the job profile. Once it is determined that how much the job is worth, it becomes easy to define the compensation strategy for the position. Job evaluation as a process is advantageous to a company in many ways: 1. Reduction in inequalities in salary structure - It is found that people and their motivation is dependent upon how well they are being paid. Therefore the main objective of job evaluation is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. 2. Specialization - Because of division of labour and thereby specialization, a large number of enterprises have got hundred jobs and many employees to perform them. Therefore, an attempt should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. 3. Helps in selection of employees - The job evaluation information can be helpful at the time of selection of candidates. The factors that are determined for job evaluation can be taken into account while selecting the employees. 4. Harmonious relationship between employees and manager - Through job evaluation, harmonious and congenial relations can be maintained between employees and management, so that all kinds of salaries controversies can be minimized. 5. Standardization - The process of determining the salary differentials for different jobs become standardized through job evaluation. This helps in bringing uniformity into salary structure. 6. Relevance of new jobs - Through job evaluation, one can understand the relative value of new jobs in a concern.

Recruitment: Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. FACTORS AFFECTING RECRUITMENT

Internal factors: 2. The internal forces i.e. the factors which can be controlled by the organisation are: 1. RECRUITMENT POLICY The recruitment policy of an organisation specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people. 2. HUMAN RESOURCE PLANNING Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. SIZE OF THE FIRM The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. COST Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. HUMAN RESOURCE PLANNING Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. SIZE OF THE FIRM The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. COST Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate.

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8. GROWTH AND EXPANSION Organization will employ or think of employing more personnel if it is expanding its operations.
9. HUMAN RESOURCE PLANNING Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 10. SIZE OF THE FIRM The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. 11. COST Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. External factors: The external forces are the forces which cannot be controlled by the organisation. The major external forces are: 1. SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. LABOUR MARKET Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

3. IMAGE / GOODWILL Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBAs when many finance companies were coming up. 4. POLITICAL-SOCIAL- LEGAL ENVIRONMENT Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be

the best performers. If the candidate cant meet criteria stipulated by the union but union regulations can restrict recruitment sources. 5. UNEMPLOYMENT RATE One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment. 6.COMPETITORS The recruitment policies of the competitors also effect the recruitment function of the organisations. To face the competition, many a times the organisations have to change their recruitment policies according to the policies being followed by the competitors.

External sources: 1. PRESS ADVERTISEMENTS Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. 2. EDUCATIONAL INSTITUTES Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. 3. PLACEMENT AGENCIES Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4. EMPLOYMENT EXCHANGES Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5. LABOUR CONTRACTORS Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs. 6. UNSOLICITED APPLICANTS Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation. 7. EMPLOYEE REFERRALS / RECOMMENDATIONS Many organisations have structured system where the current employees of the organisation can refer their friends and relatives for some position in their organisation. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are

formal agreements to give priority in recruitment to the candidates recommended by the trade union. 8. RECRUITMENT AT FACTORY GATE Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

Process of recruitment: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making Selection:

Once the potential applicants are identified, the next step is to evaluate their qualification , qualities,experiences, capabilities,etc..&make the selection. It is the process of offering jobs to the desired applicants. Selection means choosing a few from those who apply, It is picking up of applicants or candidates with requisite qualifications and qualities to fill jobs in the organization. Selection Process include 1) Initial screening interview 2) Application blank or application form 3) Written examination & other selection tests 4) Comprehensive interview 5) Medical examination 6) Checking the refernces 7) Final employment dececision 8)Placement Selection Process Reference checks and detailed background checks are carried out to verify facts and matters presented in resumes and CVs.

Follow-ups are done with certain selected candidates to firm up the hiring process. A thorough evaluation of the defined skill sets and qualifications of shortlisted candidates, their written materials and work samples is done again in a transparent and objective manner. Additional interviews or final interviews are conducted during this last stage of recruitment and the hiring decision is finalized. Selection methods: 1. Interviews - all types Interviews can take many forms and styles. The type of interviewing recommended throughout the University is Criteria-Based Behavioural Interviewing. This type of interviewing is based around the criteria identified in the person specification the essential and desirable criteria. It is therefore really important to prepare a good person specification right at the start of the recruitment process. 2. Presentations Presentations can be used in a variety of ways depending on how they relate to the job description and the normal working practices expected of the post. In assessing presentations, it is important to have the decided on the criteria against which each candidate will be marked. These could include criteria which will also be assessed at interview, but may take on a particular aspect e.g. communications skills could be assessed in the interview but will be mainly looking at how the person communicates with the panel and gets their points across, as well as how they interact with the members of the panel. 3. Tests It is possible that when defining the person specification criteria that some criteria prove hard to assess either through the application form or c.v., or via the interview. 4. Psychometric tests These are particularly useful if you want to assess candidates for managerial or senior appointments or candidates for appointments where there is a special need for the post - such as strong relationship building skills. These types of test are especially good at assisting with assessing how candidates are likely to behave, for example, towards a manager, towards their peers, and towards their subordinates. Selection process: Employee Selection Methods

Finding good employees is very difficult. Employment and discrimination laws can make it even tougher. Ultimately, a company's best bet is to rely upon resumes, an initial phone interview, and a face-to-face interview to determine a potential employee's suitability. 1. Resume Screening The first step in the employee selection process is to solicit resumes. A person's resume will provide a recruiter with the initial insight necessary to determine whether a candidate should be taken to the next step. A resume should show academic achievements, experience, and leadership or community involvement.. 2.Phone Interviews Contact the people with resumes that show the most achievement and contain the most relevant experience for the job. Schedule phone interviews with these applicants. Phone interviews can further winnow your pool of applicants 3.Face-to-Face Interviews The face-to-face interview is the final step in the employee selection process. A face-to-face interview allows you to get the best feel for whether a candidate is right for the job. An interview provides further insight as to professionalism, people skills and expertise..

Placement Induction Process: Once the chosen candidates have been informed of their selection for the job postings, they are granted offer letters and apprised briefly about their roles and responsibilities. During this process, the chosen candidates are encouraged to ask questions about organization philosophies, work culture and employee practices. They are the informed about start dates, induction programs, compensation packages and other details about their jobs. UNIT-III Concept of employee training: Training implies enhancing the skills and knowledge of the employees for performing a specific job. Training tries to improve employees performance in current job and prepares them for future job. The crucial consequence of training is learning. Training is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere.

If you have ever thought about developing a training program within your organization consider the following four basic training steps. You will find that all four of these steps are mutually necessary for any training program to be effective and efficient. Objectives of Employee Training Programmes 1. To prepare employees to meet the varying and challenging needs of the job and organization 2. To provide knowledge and skills to new entrants and to help them to perform their role and job well. 3. To coach employees for more complex and higher level jobs. To educate employees new and innovative ways and techniques of performing job. Purpose of Training and Development : Reasons for emphasizing the growth and development of personnel include Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. Ensuring adequate human resources for expansion into new programs. Research has shown specific benefits that a small business receives from training and developing its workers, including: Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

Benefits of Trained Employees Training is a significant tool for employee development. Training has assumed great importance because of exceptional rate of change in the internal and external organizational environment. The importance/benefits of trained personnel towards organizational development are as followsa. Trained employees do not require tight control and supervision as they are well aware of how to perform a job. b. Trained employees can show higher performance by making optimum and best utilization of the materials, tools, equipments and other resources provided to them. c. Trained employees minimize wastages of resources in the organization and work both efficiently and effectively.

d. Training makes employees more committed to an organization as the employees are provided with growth, advancement and learning opportunities. e. Training develops a line of proficient and skilled managers as it prepares employees for complex and higher level tasks. f. Trained employees adjust to the job better and there are fewer rates of absenteeism and turnover. g. Trained employees produce quality and quantity output. h. Trained employees enable the organization to face competition from rival firms. i. Trained employees can respond and adapt to the changing technology well. j. Trained employees become more proficient and, thus, their earning potential increase. Method of training:
Steps in Employee Training Programme Training programme involves the following steps:

1. Identifying the training needs- The training needs of each employee should be
identified. Programmes should be developed that are best suited to their needs.

2. Prepare the trainer- The trainer must do his home work well. He should know both what 3. 4.
to teach and how to teach. Time management is required by the trainer. Training should be delivered in such a manner that the trainee should not loose the interest in the job. Prepare the trainee- The trainee should remain active during training. He should know that why is he being trained. He should put across the trainer questions and doubts. The trainee should be put at ease during the training programme. Explain and demonstrate the operations- The trainer should explain the logical sequence of the job. The trainee should perform the job systematically and explain the complete job he is performing. His mistakes should be rectified and the complex step should be done for him once. When the trainee demonstrates that he can do the job in right manner, he is left to himself. Through repetitive practices, the trainee acquires more skill. Follow up and feedback- The trainee should be given feedback on how well he performed the job. He should be asked to give a feedback on the effectiveness of training programme.

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STEP 1: ESTABLISHING A NEEDS ANALYSIS. This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover. The objective in establishing a needs analysis is to find out the answers to the following questions: - Why is training needed? - What type of training is needed? - When is the training needed? - Where is the training needed? - Who needs the training? and "Who" will conduct the training? - How will the training be performed?

By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employees performance in accordance with the companys standards. The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the training process. STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS. This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training. STEP 3: DELIVER THE TRAINING PROGRAM. This step is responsible for the instruction and delivery of the training program. Once you have designated your trainers, the training technique must be decided. One-on-one training, on-thejob training, group training, seminars, and workshops are the most popular methods. Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have: - A desire to teach the subject being taught. - A working knowledge of the subject being taught. - An ability to motivate participants to want to learn. - A good sense of humor. - A dynamic appearance and good posture. - A strong passion for their topic. - A strong compassion towards their participants. - Appropriate audio/visual equipment to enhance the training session. For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, the use of various training methods, good communication skills, and trainee participation. STEP 4: EVALUATE THE TRAINING PROGRAM. This step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits.

The reason for an evaluation system is simple. The evaluation of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer. There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainers performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. Consider this information the next time you need to evaluate your training program. You will be amazed with the results. Steps in Employee Training Programme Training programme involves the following steps: 1. Identifying the training needs- The training needs of each employee should be identified. Programmes should be developed that are best suited to their needs. 2. Prepare the trainer- The trainer must do his home work well. He should know both what to teach and how to teach. Time management is required by the trainer. Training should be delivered in such a manner that the trainee should not loose the interest in the job. 3. Prepare the trainee- The trainee should remain active during training. He should know that why is he being trained. He should put across the trainer questions and doubts. The trainee should be put at ease during the training programme. 4. Explain and demonstrate the operations- The trainer should explain the logical sequence of the job. The trainee should perform the job systematically and explain the complete job he is performing. His mistakes should be rectified and the complex step should be done for him once. When the trainee demonstrates that he can do the job in right manner, he is left to himself. Through repetitive practices, the trainee acquires more skill. 5. Follow up and feedback- The trainee should be given feedback on how well he performed the job. He should be asked to give a feedback on the effectiveness of training programme. Types of training: 1.Induction training: Induction training is important as it enables a new recruit to become productive as quickly as possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training: Learning about the duties of the job Meeting new colleagues Seeing the layout the premises

Learning the values and aims of the business Learning about the internal workings and policies of the business 2.On-the-job training On the job training occurs when workers pick up skills whilst working along side experienced workers at their place of work. For example this could be the actual assembly line or offices where the employee works. New workers may simply shadow or observe fellow employees to begin with and are often given instruction manuals or interactive training programmes to work through. 3.Off-the-job training This occurs when workers are taken away from their place of work to be trained. This may take place at training agency or local college, although many larger firms also have their own training centres. Training can take the form of lectures or self-study and can be used to develop more general skills and knowledge that can be used in a variety of situations, e.g. management skills programme. 4.On-the-job Training and Lectures The two most frequently used kinds of training are on-the-job training and lectures, although little research exists as to the effectiveness of either. It is usually impossible to teach someone everything she needs to know at a location away from the workplace. Thus on-the-job training often supplements other kinds of training, e.g., classroom or off-site training; but on-the-job training is frequently the only form of training. It is usually informal, which means, unfortunately, that the trainer does not concentrate on the training as much as she should, and the trainer may not have a well-articulated picture of what the novice needs to learn. On-the-job training is not successful when used to avoid developing a training program, though it can be an effective part of a well-coordinated training program. Lectures are used because of their low cost and their capacity to reach many people. Lectures, which use one-way communication as opposed to interactive learning techniques, are much criticized as a training device. 5. Programmed Instruction (PI) These devices systematically present information to the learner and elicit a response; they use reinforcement principles to promote appropriate responses. When PI was originally developed in the 1950s, it was thought to be useful only for basic subjects. Today the method is used for skills as diverse as air traffic control, blueprint reading, and the analysis of tax returns. 6. Computer-Assisted Instruction (CAI) With CAI, students can learn at their own pace, as with PI. Because the student interacts with the computer, it is believed by many to be a more dynamic learning device. Educational alternatives can be quickly selected to suit the student's capabilities, and performance can be

monitored continuously. As instruction proceeds, data are gathered for monitoring and improving performance. 7. Audio visual Techniques Both television and film extend the range of skills that can be taught and the way information may be presented. Many systems have electronic blackboards and slide projection equipment.. 8. Simulations Training simulations replicate the essential characteristics of the real world that are necessary to produce both learning and the transfer of new knowledge and skills to application settings. Both machine and other forms of simulators exist. Machine simulators often have substantial degrees of. physical fidelity; that is, they represent the real world's operational equipment. 9. Business games They are the war games that have been used to train officers for hundreds of years. Almost all early business games were designed to teach basic business skills, but more recent games also include interpersonal skills..

Unit-IV Industrial relations: Concept of Industrial Relations: The term Industrial Relations comprises of two terms: Industry and Relations. Industry refers to any productive activity in which an individual (or a group of individuals) is (are) engaged. By relations we mean the relationships that exist within the industry between the employer and his workmen. Sope of industrial relations: =>To enhance the economic status of workers. =>To reduce conflict of the organization. =>To make good relation with subordinates. =>To develop relation with other. =>To participate in decision making. =>To extent and maintain industrial democracy. Objectives of IR:

Objectives of Industrial Relations : The main objectives of industrial relations system are:1. To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production. 2. To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country. 3. To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism. 4. To establish and promote the growth of an industrial democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and gheraos by providing and of the country as well. 5. To eliminate or minimize the number of strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits. 6. To improve the economic conditions of workers in the existing state of industrial managements and political government. 7. Socialization of industries by making the state itself a major employer vesting of a proprietary interest of the workers in the industries in which they are employed. The scope or industrial relations are quite vast. The main issues involved here include the following: 1. Collective bargaining 2. Machinery for settlement of industrial disputes 3. Standing orders 4. Workers participation in management 5. Unfair labor practices Importance of Industrial Relations Uninterrupted production The most important benefit of industrial relations is that this ensures continuity of production. This means, continuous employment for all from manager to workers. The resources are fully utilized, resulting in the maximum possible production. There is uninterrupted flow of income for all. Smooth running of an industry is of vital importance for several other industries; to other industries if the products are intermediaries or inputs; to exporters if these are export goods; to consumers and workers, if these are goods of mass consumption. Reduction in Industrial Disputes Good industrial relations reduce the industrial disputes. Disputes are reflections of the failure of basic human urges or motivations to secure adequate satisfaction or expression which

are fully cured by good industrial relations. Strikes, lockouts, go-slow tactics, gherao and grievances are some of the reflections of industrial unrest which do not spring up in an atmosphere of industrial peace. It helps promoting co-operation and increasing production. High morale Good industrial relations improve the morale of the employees. Employees work with great zeal with the feeling in mind that the interest of employer and employees is one and the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains of industry. The employer in his turn must realize that the gains of industry are not for him along but they should be shared equally and generously with his workers. In other words, complete unity of thought and action is the main achievement of industrial peace. It increases the place of workers in the society and their ego is satisfied. It naturally affects production because mighty co-operative efforts alone can produce great results. Mental Revolution The main object of industrial relation is a complete mental revolution of workers and employees. The industrial peace lies ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers, employees and Government to work out a new relationship in consonance with a spirit of true democracy. Both should think themselves as partners of the industry and the role of workers in such a partnership should be recognized. On the other hand, workers must recognize employers authority. It will naturally have impact on production because they recognize the interest of each other. Reduced Wastage Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help increase production. Wastages of man, material and machines are reduced to the minimum and thus national interest is protected. The main aspect of Industrial Relations are : i. Labor Relations, i.e. relations between union and management. ii. Employer-employees relations, i.e. relations between management and employees. iii. Group relations, i.e. relations between various groups of workmen. iv. Community or Public relations, i.e. relations between industry and society. v. Promotions and development of healthy labor-managements relations. vi. Maintenance of industrial peace and avoidance of industrial strife vii. Development of true industrial Democracy. Effects of poor Industrial Relations: Poor Industrial Relation produces highly disquieting effects on the economic life of the country. We may enumerate the ill-effects of poor Industrial Relations as under: 1. Multiplier effects: Modern industry and for that matter modern economy are interdependent. Hence although the direct loss caused due to industrial conflict in any one plant may not be very great, the total loss

caused due to its multipliers effect on the total economy is always very great. 2. Fall in normal tempo : poor Industrial Relations adversely effect the normal tempo of work so that work far below the optimum level. Costs build up. Absenteeism and labor turnover increase. Plants discipline breaks down and both the quality and quality of production suffer. 3. Resistance of change : Dynamic industrial situation calls for change more or less continuously. Methods have to be improved. Economics have to be introduced. New products have to be designed, produced and put in the market. Each of these tasks involves a whole chain of changes and this is resisted bitterly if these are industrial conflict. 4. frustration and social cost : every man comes to the work place not only to earn a living. He wants to satisfy his social and egoistic needs also. When he finds difficulty in satisfying these needs he feels frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration. They reduce cordiality and aggravate social tension. Suggestions to Improve Industrial Relation:a. Both management and unions should develop constructive attitudes towards each other Constructive Attitude b. All basic policies and procedures relating to Industrial Relation should be clear to everybody in the organization and to the union leader. The personnel manager must make certain that line people will understand and agree with these policies. c. The personnel manager should remove any distrust by convincing the union of the companys integrity and his own sincerity and honesty. Suspicious, rumors and doubts should all be put to rest. d. The personnel manager should not vie with the union to gain workersloyal to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only. e. Management should encourage right kind of union leadership. While it is not for the management to interfere with union activities, or choose the union leadership, its action and attitude will go a long way towards developing the right kind of union leadership. Management gets the union it deserves is not just an empty phrase. Managements Grievances handling: Definition of Grievance: Prof. Pigors and Meyers define grievance as dissatisfaction. According to them, dissatisfaction of an employee is anything that disturbs the employee, whether expressed or not Benefits of a Grievance Process To become effective at managing ones way through the grievance procedure, an awareness of the five

major benefits of having such a process in place can be of assistance: Stabilization of daily employee relations; Democracy in the workplace; Open discussion of issues, and improved communication between the employer and employee; Allows for interpretation of the Collective agreement; Provides the option to submit the problem to a neutral third party. Common sources of grievances include: Discipline and discharge Hours of work and Overtime Job Postings Seniority Discipline and Discharge: All collective agreements (to which this document pertains) outline management functions and confirm the right of the employer to manage and direct employees, and to determine the standards of work. When those standards are not met, management has the right to address the issues within the guidelines of the collective agreement. &Hours of Work and Overtime: An employee may decide to work a number of extra hours during the week to meet his deadline and then expects to be compensated for the overtime hours. He argues that even though he did not obtain approval up front, the expectation was there for him to meet the deadline. However, the contract clearly states that all overtime must be approved in advance of the hours being worked, therefore, the unit refuses to reimburse him for the extra hours &Job Postings: Candidates may feel they are the best fit for a job posting without being aware of the pool of applicants against whom they are competing, and they challenge the decision. In such an instance, the bona fide requirements of the position are reviewed, along with the skills, abilities and qualifications of the applicant.

&Seniority: Although seniority is not usually the direct cause of grievances, it is a significant factor in many. Unions often strive to create an environment where such things as promotions or the allotment of overtime is determined by the length of time that the employee has worked for the employer.

The causes of employee grievances includes: Demands for individual wage adjustments, Complaints about the incentive systems Complaints about the job classifications, Complaints against a particular foreman Complaints concerning disciplinary measures and procedures. Objections to the general methods of supervision,

Loose calculation and interpretation of seniority rules, and unsatisfactory interpretation of agreements. Promotions Disciplinary discharge or lay-off, Transfer for another department or another shift, Inadequacy of safety and health services / devices Non-availability of material in time Violation of contracts relating to collective bargaining Improper job assignment, and Undesirable or unsatisfactory conditions of work Essential prerequisites of a good grievance procedure : Every organisation should have a systematic grievance procedure in order to redress the grievances effectively. As explained above, unattended grievances may culminate in the form of violent conflicts later on. The grievance procedure, to be sound and effective, should possess certain prerequisites: 1. Simplicity: The grievance handling procedure should be simple and short. If the procedure is complicated it may discourage employees and they may fail to make use of it in a proper manner. 2. Promptness: The grievance of the employee should be promptly handled and necessary action must be taken immediately. This is good for both the employer and management, because if the wrong doer is punished late, it may effect the morale of other employees as well. 3. Conformity with statutory provisions: Due consideration must be given to the prevailing legislation while designing the grievancehandling procedure. 4. Un ambiguity; Every aspect of the grievance handling procedure should be clear and unambiguous. All employees should know whom to approach first when they have a grievance, whether the complaint should be written or oral, the minimum time in which the redressal is assured, etc. The redressing official should also know the limits within which he can take the required action. 5.Training: The supervisors and the union representatives should be properly trained in all aspects of grievance-handling beforehand, or else it will complicate the problem. 6. Follow up: The Personnel Department should keep track of the effectiveness and the functioning of grievance handling procedure and make necessary changes to improve it from time to time Steps in the Grievance Procedure : Identify grievances: Employee dissatisfaction or grievance should be identified by the management if they are not expressed. If they are ventilated, management has to promptly acknowledge them.

 Define correctly: The management has to define the problem properly and accurately after it is identified/acknowledged. Collect Data: Complete information should be collected from all the parties relating to the grievance. Information should be classified as facts, data, opinions, etc. Prompt redressal: The grievance should redressed by implementing the solution. Implement and follow up: The Implementation of the solution must be followed up at every stage in order to ensure effective and speedy implementation. Grievance redressal procedure: Different stages for redressal of grievances: First stage (mine/department level): The aggrieved employee shall represent his grievance either in person or in writing to the Welfare Officer or any other Officer in the Dept, which should be acknowledged. A written reply should be sent to the worker under the signature of the Manager/HoD within 10 days. Second stage (area level): If the employee is not satisfied, he may request the Manager/HoD to forward his Grievance to the Grievance Committee constituted at Area level which consists of Management representatives workmen representatives a) General Manager of the Area b) Manager/HOD c) Area Personnel Dept. Head (Member Secretary) a) One permanent member nominated by the Recognised Trade Union of the Area OR in his absence, a representative duly authorised by the said Union. b) A representative of the Registered Trade Union OR a co-worker of the workers choice.

The recommendations of the Grievance Committee shall be communicated to the concerned workmen within 10 days. A copy of the minutes of the Grievance Committee meeting may be supplied to the Representative of the Recognised Union. Third stage (appellate authority corporate level): If the employee is not satisfied with the reply given by the Grievance Committee at Area level, he can represent the matter to the Director (P,A&W) at Corporate level.

UNIT:V

Workers participation inmanagement: Definitions: The concept of WPM is a broad and complex one. Depending on the socio-political environment and cultural conditions, the scope and contents of participation change. International Institute of Labour Studies: WPM is the participation resulting from the practices which increase the scope for employees share of influence in decision-making at different tiers of organizational hierarchy with concomitant (related) assumption of responsibility. The main implications of workers participation in management as summarized by ILO: Workers have ideas which can be useful; Workers may work more intelligently if they are informed about the reasons for and the intention of decisions that are taken in a participative atmosphere. Objectives: According to Gosep, workers participation may be viewed as: An instrument for increasing the efficiency of enterprises and establishing harmonious relations; A device for developing social education for promoting solidarity among workers and for tapping human talents; A means for achieving industrial peace and harmony which leads to higher productivity and increased production; A humanitarian act, elevating the status of a worker in the society; An ideological way of developing self-management and promoting industrial democracy. Other objectives of WPM can be cited as: To improve the quality of working life (QWL) by allowing the workers greater influence and involvement in work and satisfaction obtained from work. Importance: Unique motivational power and a great psychological value. Peace and harmony between workers and management. Workers get to see how their actions would contribute to the overall growth of the company. They tend to view the decisions as `their own and are more enthusiastic in their implementation. Participation makes them more responsible. They become more willing to take initiative and come out with cost-saving suggestions and growth-oriented ideas.

Scope and ways of participation (Forms): One view is that workers or the trade unions should, as equal partners, sit with the management and make joint managerial decisions. The other view is that workers should only be given an opportunity, through their representatives, to influence managerial decisions at various levels. In practice, the participation of workers can take place by one or all the methods listed below:

1. Board level participation 2. Ownership participation 3. Complete control 4. Staff or work councils 5. Joint councils and committees 6. Collective Bargaining 7. Job enlargement and enrichment 8. Suggestion schemes 9. Quality circles 10. Empowered teams 11. TQM 12. Financial participation