Beruflich Dokumente
Kultur Dokumente
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1. Mention and briefly explain different sources of recruitment.
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technical and professional areas, however, the private agencies tend to
specialize in a particular engineer.
c) Employee Referrals: Friends and relatives of present employees are
also a good source from which employees may be drawn. When the
labour market is very tight, large employers frequently offer their
employees bonus or prizes for any referrals that are hired and stay
with the company for a specific length of time. Some companies
maintain a register of former employees whose record was good to
contact them when there are new job openings for which they are
qualified. This method of recruitment, however, suffers from a serious
defect that it encourages nepotism, i.e. Persons of one’s community
or caste are employed, who may or may not be fit for the job.
d) Schools, colleges and professional institutions: These offer
opportunities for recruiting their students. They will also have separate
placement cell where the bio data and other particulars of the students
are available. The prospective employers can review credentials and
interview candidates for management trainees or probationers. This is
an excellent source of potential employees for entry-level positions in
the organisations.
e) Labour Unions: Firms which closed or union shops must look to the
union in their recruitment efforts. This has disadvantage of
monopolistic workforce.
f) Casual applicants: Unsolicited applications, both at the gate and
through the mail, constitute a much-used source of personnel. These
can be developed through attractive employment office facilities,
prompt and courteous reply to unsolicited letters.
g) Professional organisations or recruiting firms or executive
recruiters: Maintain complete records about employed executives.
These firms are looked upon as head hunters, raiders and pirates by
organizations may employ “executive search firms” to help them find
talent. These consulting firms recommend persons of high calibre for
managerial, marketing and production engineers’ posts.
h) Indoctrination seminars for colleges are arranged to discuss the
problem of companies and employees. Professors are invited to take
part of these seminars. Visits to plants are arranged so that professors
may be favourably impressed. They may speak well of a company and
help it in getting the required personnel.
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i) Unconsolidated applications: for positions in which large numbers
of candidates are not available from other sources, the companies may
gain keeping files of applications received from candidates who make
direct enquiries about the possible vacancies on their own, or may
send unsolicited applications. This would be helpful to firms for future
vacancies.
j) Nepotism: the hiring of relatives will be an inevitable component of
recruitment programmes in family-owned firms, such a policy does not
necessarily coincide with hiring on the basis of merit, but interest and
loyalty to the enterprise are offsetting advantages.
k) Leasing: to adjust to short term fluctuations in personnel needs, the
possibility of leasing personnel by the hour or day should be
considered. This principle has been particularly well developed in the
office administration field because they can avoid any obligation in
pensions, insurance and any other fringe benefits.
l) Voluntary Organisations: Such as private clubs, social organisations
might also provide employees – handicaps, widowed or married
women, old persons, retired hands etc. In response to advertisements.
m) Computer Data Banks: when a company desires a particular type of
employees, job specifications and requirements are fed to computers,
where they are matched against data stored in. This method is very
useful in identifying candidates for hard-t-fit positions which calls for
unusual combinations of skills.
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researcher. As in-depth interviewing often involves qualitative data, it is
also called qualitative interviewing. Patton (1987:113) suggests three
basic approaches to conducting interviewing:
One essential element of all interviews is the verbal interaction between
the interviewer/s and the interviewee/s. Hitchcock (1989:79) stresses
that ‘central to the interview is the issue of asking questions and this is
often achieved in qualitative research through conversational encounters.’
Consequently, it is important for the researchers to familiarise themselves
with questioning techniques before conducting interviews.
(i) The informal conversational interview
This type of interview resembles a chat, during which the informants may
sometimes forget that they are being interviewed. Most of the questions
asked will flow from the immediate context. Informal conversational
interviews are useful for exploring interesting topic/s for investigation and
are typical of ‘ongoing’ participant observation fieldwork.
(ii) The general interview guide approach (commonly called
guided interview)
When employing this approach for interviewing, a basic checklist is
prepared to make sure that all relevant topics are covered. The
interviewer is still free to explore, probe and ask questions deemed
interesting to the researcher. This type of interview approach is useful for
eliciting information about specific topics. For this reason, Wenden (1982)
formulated a checklist as a basis to interview her informants in a piece of
research leading towards her PhD studies. She (1982:39) considers that
the general interview guide approach is useful as it ‘allows for in-depth
probing while permitting the interviewer to keep the interview within the
parameters traced out by the aim of the study.’
(iii) The standardised open-ended interview (Unguided interview)
Researchers using this approach prepare a set of open-ended questions
which are carefully worded and arranged for the purpose of minimising
variation in the questions posed to the interviewees. In view of this, this
method is often preferred for collecting interviewing data when two or
more researchers are involved in the data collecting process. Although
this method provides less flexibility for questions than the other two
mentioned previously, probing is still possible, depending on the nature of
the interview and the skills of the interviewers (Patton 1987:112).
3. Discuss the techniques to motivate employees.
The motivation techniques may be divided into two parts [a] that is to be
done and [b] how and why what is done. The former are steps in
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motivation and the later are rules governing the steps. Both are
performed simultaneously. These are listed below:
Rules of motivating:
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b. Crate sub goals to measure accomplishment. A sense of completion
is important for motivation. They are likely to be more interested in
the work which will reduce monotony and mental fatigue.
c. Provide regular feedback on performance. Studies show that people
work better when they receive positive feedback.
d. Maintain a neat and orderly work area. If the foreman does not care
about housekeeping then employees may feel that they also need
not care about it and this attitude may affect quality of work.
e. Arrange work situations so that conversation between employees is
either easy or possible. Experience workers may to their job with
little attention to the task. Conversation my reduce monotony and
thus fatigue.
f. Increase the number of operations performed by one employee. This
can be done by simplification of manual operations. It offers several
advantages:
• The risk of errors reduced;
• Management can hire employees at lower wages;
• Training costs are minimised.
g. Structure jobs, so that workers can at least occasionally move about
the work area. Besides job rotation, there are other ways to provide
for physical movement like stetting employees secure their own
tools etc.
h. Explore ways to assign greater personnel responsibility. Increased
responsibility means greater self esteem and greater job
meaningfulness. One way to enlarge responsibility is to let the
employee inspect his own work.
Disciplinary-Action Penalties
There are varying penalties for first, second, and third offences of the
same rule. Among the penalties available in business are:
1. Oral reprimand
2. Written reprimand
3. Loss of privileges
4. Fines
5. Lay off
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6. Demotion
7. Discharge
The penalties are listed in the general order of severity, from mild to
severe for most cases, an oral reprimand is sufficient to achieve the
desired result. The supervisor must know his or her personnel in
determining how to give a reprimand. For one person, a severe “chewing
out” may be necessary in order to get attention and co-operation;
another person may require only a casual mention of a deficiency. If the
offence is more serious, the reprimand may be put in written form.
The more severe penalties of layoff, demotion, and discharge are usually
outside the grant of authority to the immediate supervisor. Disciplinary
layoffs can vary in severity from one to several days’ loss of work without
pay. The use of demotions as a penalty is highly questionable. If the
employee is properly qualified for the present assignment, he or she will
be improperly placed on a lower job. Discharge is the most severe penalty
that a business organization can give and constitutes “industrial capital
punishment”.
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complaint properly. The following directions help in handling grievances
properly.
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– Stopping too soon in the search of facts;
– Expressing management opinion prior to the time when all pertinent
facts have been discovered;
– Failing to maintain proper records;
– Resorting to execute orders instead of discussion and conference to
change minds; and
– Setting the wrong grievance- a mistake which may in turn produce a
second new grievance. Follow up is the step in the procedure that tells
us when a mistake in handling has been made.
2. Explain Managerial Grid in detail.
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Concerned for Results
In this style, managers have low concern for both people and work.
Managers use this style to avoid getting into trouble. The main concern
for the manager is not to be held responsible for any mistakes, which
results in less innovative decisions. A leader uses the delegate and
disappear style. They essentially allow their team to do whatever it
wishes and prefer to detach themselves from the team process by
allowing the team to suffer from a series of power struggles.
Features:
Implications:
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i. The country club style [1, 9]. The accommodating leader (Yield
and Comply)
This style has a high concern for people and a low concern for work.
Managers using this style pay much attention to the security and comfort
of the employees, in the hopes that this would increase performance. The
resulting atmosphere is usually friendly, but not necessarily that
productive.
ii. The produce or perish style [9, 1]. The controlling leader (Direct &
Dominate)
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