Practice in Org.

8/2/2019 Practice in Org.

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STUDY OF DIFFERENT DIMENSIONS OF

H.R.M.

PRACTICES IN AN ORGANIZATION

SUBMITTED TO :

U.P TECHNICAL UNIVERSITY , LUCKNOW

In partial fullfilment of postgraduate degree

MASTER OF BUSINESS ADMINISTRATION(MBA)

RESEARCHER : SUPERVISOR:

NAME: NEETU SINGH MRS. VIBHUTI

ROLL NO : 0303370026

2005RAJ KUMAR GOEL INSTITUTE OF TECHNOLOGY


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GHAZIABAD


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TABLE OF CONTENTS

1. Acknowledgement

2. Executive Summary

3. Objective

4. Research methodology

4. Introduction of HRM

5. Functions of HRM

a) HR Planning

b) Job Analysis

c) Recruitment &Selection process

d) Employee training & development

e) Performance Appraisalf) Job evaluation

g) Grievance handling

h) Industrial disputes

i) Trade union

6. Conclusion

7. Bibliography


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ACKNOWLEDGEMENT

The project of this nature is arduous task stretching over a period oftime, completing a project like this one takes the effort and

cooperation of many people. Although this project report is being

brought in my name, it bears an imprint of guidance and cooperation

of many individuals. Several persons with whom I integrated have

contributed significantly to the successful completion of the project

study. In the successful & trouble free completion of my final term

project titled HRM- study of different dimensions of HR practices

in an organization, I am graceful to RKGIT , Ghaziabad for helping

me towards the completion of the project.

In the end I would like to acknowledge Mrs VIBHUTI for her

immense cooperation in making this project and also I would like to

thank Mr. R.K AGARWAL (HOD Of MBA ) whom guidance helps us

to complete this project and successfully complete my research.


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EXECUTIVE SUMMARYHRM begins with recruitment, moves through processes such as training,

salary reviews, personnel development planning, performance reviews and

promotions and finally ends with employee termination. HR management is

the process of bringing people in to the organization making very sure that

new entrants have the potential and willingness to contribute to

organizational success. In todays scenario without effective HR

management the organization will meet the considerable resistance when

introducing change. Without organizational change and development

survival become very uncertain so in order to make the industry survive it is

very important to adopt the different HRM practices in all the organizations

so as to understand the employees or workers needs and satisfy them. There

should be effective people utilization in every industry. Now as the industry

are becoming more modernized more of newer techniques like human

resource information system are being adopted. Few functions of HR in an

organization should be like HR planning, job analysis, recruitment and

selection process, employee training and development, performance

appraisal, job evaluation, handling of grievance, which are rising between

workers, handling of industrial disputes managing trade union. All these

practices in an organization will make the organization to grow at a faster

spade.


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OBJECTIVE

The objective of the research are varied like:

To understand and explore the importance of the Human Resource of the

organization.

To understand what all HRM practices are being adopted so as to make the

organization work well

Role of different functions in an organization

Importance of HRM in an organization


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RESEARCH METHODOLOGY

In general terms research methodology is the process of carrying out research in a

formalized and scientific way. It is the manner in which one proceeds with his research

project. The way findings, observations are made and data is collected, the research

design adopted

The research I have done is exploratory in nature.

The major emphasis in studies is on the discovery of new ideas and insights. I have based

my project on the secondary data available in libraries, magazines, journals, and the

major one is through internet and also the use of primary data is being gathered from

HR consultant and psychology expert


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INTRODUCTION

THE BIRTH OF HR MANAGEMENT

Before HR management the closest comparable function was the personnel department.

Personnel managers and their departments were mostly responsible for recruitment,

remuneration, leave administration and disciplinary matters. People development was seen

to be the domain of the training manager not the personnel manager.

Whilst HR management may have its roots in personnel management its orientation is

consistent with other recent management methods, for example, often HR management sits

at the heart of initiatives such as culture change, total quality management and business

process re-engineering. All these initiatives have their own separate objectives but each

have some processes and objectives in common with HR management.

Today the true worth of HR management (and HR management development) is becoming

more widely understood as HR management steadily interweaves all aspects of people

management and development.

The philosophy of HR management is based on the simple belief that human resources are

the most important asset in achieving and sustained business success. This realization

became the driving force behind the creation of HR management resulting in organizations

taking a strategic approach to the management of their people. In this way HR management

linked the human resource asset to the achievement of business objectives. Since this

conceptual realization HR management and HR management development has become

increasingly influential in the way it fashions and then implements corporate strategy.


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To deliver high organizational performance HR management practices have to be

connected to corporate strategy. The existence of a personnel director (or similar) is a good

indicator that HR management decisions are now being taken into account in major

corporate strategic decisions. However, it is often difficult to establish effective HR

management processes, systems, knowledge and skills at local levels if the organization is

large and diversified. Yet in highly competitive environments, and escalating change, the

effective management and motivation of employees will be vital for future survival and

success. HR management therefore is becoming an unstoppable driving force, or would be

if managers in turbulent environments prioritized HR management and HR management

development issues.

WHERE DOES HR MANAGEMENT RESPONSIBILITY LIE?

The concept of HR management may seem simple but its realization is not straightforward.

There is a considerable debate about its role and who has prime functional responsibility.

Some would argue that HR management should remain the domain of central professional

people. Others would argue that HR management and HR management development is best

vested in line management for it is they that have responsibility to utilize people to deliver

the business targets.

HOW THEN DOES HR MANAGEMENT OF TODAY DIFFER WITH

PREVIOUS PERSONNEL PRACTICES?

The biggest difference is the shift in responsibilities with more and more line managers

being given the HR management responsibility for taking care of their employees needs.


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However not all line managers welcome responsibility for HR management. Some see HR

management as unnecessary and time consuming and therefore should remain the

responsibility of "personnel". In reality, the exact opposite must apply. Getting line

managers to understand why HR management practices are important and how they can be

used positively usually leads to a far more happier and productive workforce.

Unfortunately, many line managers are not properly trained in the area of HR management

and HR management development. Add to this the modern problems of stress-related

injury, other health & safety issues, performance management, and employment legislation

and industrial relations requirements, and all of a sudden you have a lot for the line

manager to take into consideration and manage. Re-assessing the role and responsibilities

of the modern line manager and providing them with comprehensive HR management

training is not just imperative but an invaluable investment.

HR MANAGEMENT PROCESSES

HR management embrace many processes. Basically, HR management begins with

recruitment, moves through processes such as training, salary reviews, personal

development planning, performance reviews and promotions, and finally ends with the

employees termination. The whole gamut of activities with the management of people at

work, potentially falls within the scope of HR management. However, a few aspects appear

to be critical:-

HR management is the process of bringing people into the organization - making very sure

that new entrants have the potential and willingness to contribute to organizational success.


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HR management is the management of performance - making very sure that what

employees do is geared to the achievement of relevant goals, and that resources are

available to make this happen. The reward of performance - on the basis of "what gets

rewarded - gets down", means that HR management must make very sure that rewards are

managed rather than administered.

HR management and the development of talent - creating the environment in which

learning is seen as a way of organizational life

HR management is the management of organizational change and organizational culture -

HR management is key in the development and communication of vision and

organizational values. But wait, theres much more to HR management than this. What if

the person applies for another position with us in the future? Who will tell the then

manager what this person was like? Do we want to re-hire them at all? What in-house skills

did they learn the last time that they worked for us? All this is part of HR management via

information systems.

FORMALISING AND DOCUMENTING HR MANAGEMENT

PRACTICES

HR management cannot be dismissed lightly if maximizing productivity isn't sufficient

motivation then adherence to legal requirements should be, particularly given significant

financial penalties and loss of credibility in the market place. Consequently organizations

are formally documenting HR management practices that suggests greater attention is being

paid to HR management issues to ensure that and employee (industrial) relations issues are

no longer being treated in an ad hoc way.


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Put simply if HR management tasks are not correctly implemented, documented and

managed you can have major industrial relations problems. Without effective HR

management employee moral and productivity will deteriorate. Without effective HR

management the organization will be met with considerable resistance when introducing

change. Without organizational change and development survival becomes at best

uncertain.

However with more and more directors of HR management organizations are now

establishing and documenting HR management procedures, systems and work practices.

Other organizations have given greater prominence to other functions based upon their

view that HR management documentation is an additional expense that wont give them a

good return on investment. Consequently their HR management practices operate in a

fragmented way.

EFFECTIVE PEOPLE UTILISATION VIA HR MANAGEMENT

It has always been recognized that an organization gains competitive advantage by using its

people effectively, drawing on their expertise and their ingenuity to meet clearly defined

objectives. However it was only when all aspects of people management were assembled

into HR management that the full potential of people could begin to be realized. With HR

management being the custodian for people management utilization performance becomes

prominent and institutionalized. To achieve this HR management covers the recruitment of

capable, flexible and committed people, managing and rewarding their performance and

with HR management development the critical responsibility of developing their

competencies.


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HR MANAGEMENT AND PERFORMANCE

Central to HR management is therefore performance management, which is predominantly

about getting the most out of the organizations human assets. To achieve this the most

important aspect of effective HR management is having easy access to information about

the knowledge, skills, and the expertise required to effectively fulfill their roles. To ensure

that performance is enhanced through development HR management needs personal

assessment system, processes and HR management information systems for role and role

holder gap analysis linked to personal development planning and career mapping.

Many companies dont realize they have the basis of HR management and HR

management development already in place as they recognize the need to ensure that their

employees are recruited and trained in the skills they need. They also recognize that as the

organization changes due to, for example, market forces and technology, people need

preparing for different roles within an organization. They also recognize the need to look

ahead at future manpower requirements and plan succession, recruitment and development.

Yet all this and more represents HR management and HR management development

functions.

HR MANAGEMENT INFORMATION SYSTEMS

HR management information systems can be expensive, however if HR management

practices are not implemented and maintained properly then it can have a negative effect on

staff. However must organizations have learnt from other change initiatives and have

invested wisely in HR management training and supporting assessment and information

management systems to underpin HR management processes.


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Most organizations will have several employee-driven HR management and HR

management development databases scattered throughout the organization. These could

include everything from accident recording to payroll systems. It should not therefore be

contentious or represent a culture shock for HR management systems designed to help

promote employees welfare.

Unlike other employee related information systems, for example the monthly payroll where

the data is constantly being replenished, HR management information systems is an

historical record of change and development. Consequently HR management information

needs to be kept for the duration of the employees employment and beyond.

The ideal is to have all employee-related HR management information data in one system

database. With business coping with constant change the ideal HR management system

could integrate other personal and company information to satisfy a growing multitude of

people related applications. Living in an age of information technology the insatiable

demand for data means that HR management is growing in complexity.

FUNCTIONS OF HUMAN RESOURCE IN AN

ORGANISATION

HR PLANNING

Human resource or manpower planning can be defined as process by which a

management determines how an organization should move from its current man power


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position to its desired manpower position .Through planning ,a management strives to

have the right number and the right kind of people at the right places, at the right time, to

do things which result in both the organization and the individual receiving the maximum

long range benefit

HR planning has three components

Forecasting -: estimating the future needs and stock taking of available resources

in the organization

Recruitment plan -: to meet the gap between the internal resource and estimated

need by external recruitment

Training and development -: to utilize fully the human resources of the

organization and to develop the potential resources

JOB ANALYSIS

Job analysis is the procedure by which pertinent information is obtained about a job i.e. it is

a detailed and systematic study of information relating to the operations and responsibility

of the specific job.

Job analysis produces four kinds of documentation and procedures that are crucial to

personnel activities:


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i) Job descriptions:-Its written record of duties, responsibilities and

requirements of the particular job. Its concerned with the job itself and not with

the work .It is statement describing the job in such terms as its title, location,

duties, working conditions and hazards.

ii) Job specification :- Job specification translates the job description into

terms of the human qualifications which are required for successful

performance of the job .The specifications are related to physical

characteristics, psychological characteristics, personal characteristics or traits of

temperature, responsibilities ,other features of demographic nature

iii) Job evaluation:- This involves as to how much and how well the job has

been performed .Job evaluation should be done from top throughout the entire

organization.

iv) Personnel assessment:-

RECRUITMENT AND SELECTION PROCESS

As Yoder pointed that Recruitment is the process to discover the sources of manpower to

meet the requirement of the staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective selection of an efficient

working source

In other words we can say that recruitment is to locate sources of manpower to meet job

requirement and job specification


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Factors affecting Recruitment

i) The size of the organization

ii) The employment conditions in the community where the organization is

located

iii) The effects of past recruiting efforts that show the organizations ability to

locate and keep good performing people

iv) Working conditions and salary and benefits packages offered by the

organization-which may influence turnover and necessities future recruiting

v) The rate of growth of the organization

vi) The level of seasonality of operations and future expansion and production

programmes

vii) Cultural, economic and legal factors

THEORIES REGARDING RECRUITMENT

Recruitment is a two way street: it takes a recruiter and recruitee

The objective factor theory views the process of organizational choice as being one of

weighing and evaluating a set of measurable characteristics of employment offers, such as

pay, benefits, location, opportunities for advancement, The nature of the work to be

performed and educational opportunities.


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The critical contact theory suggests that the typical candidate is unable to make a

meaningful differentiation of organizations offers in terms of objective and subjective

factors, because of his limited or very short contact with the organization. Choice can only

be made only when the applicant can readily perceive the factors such as behavior of the

recruiter, the nature of physical facilities, and the efficiency processing paper work

associated with the application

The subjective factor theory emphasizes the congruence between personality patterns

and the image of the organization, i.e. choices made on a highly personal and emotional

basis

SOURCES OF RECRUITMENT

INTERNAL SOURCES

Internal sources include personnel already on the payroll of an organization, i.e. its present

working force. Whenever any vacancy occurs, somebody front within the organization is

upgraded, transferred ,promoted or sometimes demoted

EXTERNAL SOURCES

These sources lie outside the organization. They usually include:

i) New entrants to the labor force

ii) The unemployed

iii) Retired experience persons

iv) Other labor force like married women and persons from minority


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METHODS OR TECHNIQUES OF RECRUITMENT

DIRECT METHODS

These include sending traveling recruiters to educational and professional institutions,

employees contacts with public, and manned exhibits. One of the widely used direct

methods is that of sending of recruiters to college and technical schools. Most college

recruiting is done with the cooperation with the placement office of the college.

Other direct methods include sending recruiters to conventions and seminars, setting up

exhibits at fairs and using mobile offices to go to the desired centers

INDIRECT METHODS

Indirect methods involve mostly advertising in newspapers, on the radio, in trade and

professional journals, technical magazines and brochures

Advertisement is generally given for top level executives. In order to get the best out the

advertisement following three points should be kept in mind. Firstly, to visualize the type

of the applicant one is trying to recruit. Secondly, to write out a list of advantages a

company offers; in other words, why the reader should work for the company. Thirdly, to

decide where to run the advertisement (area, which newspaper)

Many organization often places blind advertisement one in which there is no

identification of the organization.

THIRD PARTY METHODS:

These include the use of commercial or private employment agencies, state agencies,

placement offices of schools, colleges and professional associations, recruiting firms,


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management consulting firms For examples private employment agencies, state public

employment agencies, school, colleges and professional institutions, professional

organizations or recruiting firms or executive recruiters, indoctrination seminars for

colleges professors employee referrals, trade unions, voluntary organizations, computer

Databanks.

EMPLOYEE TRAINING AND DEVELOPMENT

Employee training and development is not only an activity that is desirable but also an

activity that an organization must commit resources to if it is to maintain a viable and

Knowledgeable work place.

Training is a process of learning a sequence of programmed behavior. It gives people an

awareness of the rules and procedures to guide their behavior.


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Development is related process. It covers not only those activities, which improve job

performance, but also those, which bring about growth of the personality.

LEARNING & LEARNING THEORIES

This training is rooted in the learning process; and learning is that human process by which

skills, knowledge, habits and attitudes are acquired and utilized in such a way that behavior

is modified .In other words training is the process that cause learning, a process that takes

place with in the trainee.

There exist two schools of thoughts on the basis of learning

Connectionist theories: - They believes primarily in the stimulus response

approach

Cognitist theories: - They believe that all learning leads towards a goal- i.e. all

human behavior has a purpose


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STEPS IN TRAINING PROGRAMME

1. Discovering or identifying the training needs

2. Getting ready for the job

3. Preparation of the learner

4. Presentation of operations and knowledge

5. Performance tryout

6. Follow-up and evaluation of the programmes

TRAINING FOR DIFFERENT EMPLOYEES

Training for different employees can be divided into following different levels

Unskilled workers: - They require training in improved methods of handling

machines and materials to reduce the cost production. Such employees are

given training on the job itself and training is imparted by their immediate

superior. The training period generally last from 3 to 6 weeks.

Semi skilled workers:- They are require to cope with the requirements of an

industry arising out of the adoption of mechanization, rationalization and

technical processes. These employees are given training either in own section of

department, or in segregated training shops where machines and other facilities

are provided. The training last for only few hours or a week.

Skilled workers: - They are given training through system of apprenticeship,

which varies in duration from a year to three or five year. It is also known as

Tradesmen or craftsmen training. Apprentice programme takes into


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consideration the facts of individual differences, abilities and capacities. Such

programmes are usually conducted in training centers and industry itself

Salesmen: They are given training so that they can understand the nature of the

job and quality of product, and routine involved in putting through the deal,

they are trained in the art of salesmanship, and handling customers and meeting

their challenges

The Supervisory Staff: since they form a link between the management and

the workers therefore they require the best training .The training programme for

supervisory level is specially tailored to fit into their needs and requirements.

Their training enables supervisors to cope with the increasing demands of the

enterprise in which they are employed and to develop team spirit.

TRAINING METHODS/TECHNIQUES

Methods are multifaceted in scope and dimension, each is suitable for a particular situation.

An effective Training technique generally fulfils companys objectives, provide motivation

to the trainee to improve job performance, develop willingness to change, provide for the

trainees active participation in learning process.

VARIOUS METHODS OF TRAINING

On-The-Job Training (OJT)

Employees are coached and instructed by skilled co-workers by supervisor,

by the special training instructor. They learn job by personal observation

and practice as well as occasionally handling it. It is learning by doingand


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it is most useful for jobs that are either difficult to stimulate or can be

learned quickly by watching such as coaching.

Various type of OJT is coaching, under study, job rotation and special

assignment.

Coaching or under study is also known as internship and apprenticeship. In

this type of training employee is trained on the job by his immediate

superior

In Job rotation, a management trainee is made to move from job to job at

certain intervals .The job varies in content

Special assignments and committees are other methods used to provide

lower level executives with first hand experience in working on actual

problem.

Job Instruction Training (JIT)

The JIT method requires skilled trainers, extensive job analysis, schedule

training, and prior assessment of trainees job knowledge. This method is

also known as training through step-by-step learning It involves listing all

necessary steps in the job, each in proper sequence. These steps show What

is to be done. Along side each step is also listed a corresponding Key

Point which show how it is to be done and why.The training is a four-step

process


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1. The preparation of trainee for instruction

2. Presentation of the instruction in clear manner

3. Trainee tries out the job to show that he has understood the

instructions and if there are any errors they are corrected

4. Questions are encouraged by allowing the trainee to work along and

the trainer follows up

Vestibule Training (Training- Center Training)

It is classroom training, which is often imparted with the help of equipment and machines,

which are identical with those in use in the place of work. This technique enables the

trainee to concentrate on learning the new skill rather than on performing an actual job. In

this training theoretical training is given in the classroom, while the practical work is

conducted on production line

Simulation

Simulation is the technique, which duplicates, as nearly as possible, the actual conditions

encountered on a job. Trainee interest and employee motivation are both high in simulation

exercises because the actions of trainee closely duplicate real job practice conditions. This

training is essential in cases in which actual on the job practice might result in serious

inquiry, a costly error, or the destruction of valuable materials or resources.

Classroom Or Off-The-Job Methods

Off-the-job training simply means that training is not a part of very day activity. The

actual location may be in the company classrooms or in places or in the places which are


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owned by the company in universities or associations which have no connection with the

companyThese methods consist of

1. Lectures

2. Conferences

3. Group discussions

4. Case studies

5. Role playing

6. Programme instructions

7. T-Group Training

TRAINING EVALUATION

Objectives of training evaluation are to determine the ability of the participants in the

training programmed to perform jobs for which they are trained. To get a valid measure of

training effectiveness, the personnel manger should accurately assess trainees job

performance two to four months after completion of trainingThe four basic categories of

outcomes can be measured

i) Reaction: Evaluate the trainees reaction to the programme. Did he like the

programme


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ii) Learning: Did the trainee learn the principles, skills and fact that supervisor to

the trainer wanted them to learn?

iii) Behavior: Whether the trainees behavior on the job changed because of the

training programme,

iv) Results: What final result has been achieved? Did he learn how to work on

machine? Did scrap page cost decrease? Was turnover reduced? Are production

quotas now being met?The various method used to evaluate are

i) Questionnaires and structured interviews

ii) Use experimental and control group

iii) Longitudinal or time series analysis

iv) Pre and post tests be administered


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PERFORMANCE APPRAISAL

A performance appraisal is a process of evaluating an employees performance of a job in

terms of its requirements. Heyel observes: It is the process of evaluating the performance

and qualification of the employees in terms of the requirements of the job for which he is

employed, for the purpose of administration including placement, selection for

promotions, providing financial rewards and other actions which require differential

treatment among the members of a group as distinguished from actions affecting all

members equally

APPROCHES TO PERFORMANCE APPRAISAL

i) A casual, unsystematic, and often haphazard appraisal: this method is based on

factors like seniority or quantitative measures of quantity of output for the rank-

and-file personnel.

ii) The traditional and highly systematic measurement of

Employee characteristics

Employee contributions

iii) The behavioral approach, emphasizing mutual goal-setting :This approach is

based on the behavioral value of fundamental trust in the goodness, capability

and responsibility of human beings.


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THE EVALUATION PROCESS

STEP I: The evaluation process begins with the establishment of performance standard.

These standards should be clear and not vague and objective enough to be understood and

measured. These standards should be discussed with supervisor to find out which different

factor are to be incorporated, weights and points to be given to each factors

STEP II: The next step is to communicate these standards to the employees for employees

left themselves would find it difficult to guess what is expected of them. In order to insure

that communication is effective it is necessary that the feedback be taken from subordinate

to the manager

STEP III: The third step is the measurement of performance. Four sources of information

are frequently used to measure actual performance: personal observation, statistical reports,

oral reports and written reports.

STEP IV: This step involves the comparison of actual performance with standards. The

employee is apprised and judged of his potential for growth and advancement. Deviation

Between standard performance and actual performance are measured

STEP V: In this stage results of appraisal are discussed periodically with employee where

good points, weak point and difficulties are indicated and discussed so that performance is

improved

STEP VI: The final step is the initiation of corrective action when necessary; immediate

corrective action can be of two types .One of immediate type which is often described as

putting out of fires The other method is basic and delves into causes gets to the source of

deviation and seeks to adjust the difference permanently


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METHODS, TECHNIQUES OR TOOLS FOR APPRAISING

PERFORMANCE

Rock and Lewis have classified the method into two broad categories those are the

narrow interpretation it is also know post mortem of the subordinates performance by

the superior during predetermined period of time often, preceding year .The other is

broad interpretation, which is also known as accountability management, management

by objectives or management by end results. It involves a broad purview, and aims at

improving the entire managing process and the individual managers on a year round basis

Strauss and Sayles classified performance appraisal methods in Traditional methods

and newer methods. In case of traditional methods emphasis are laid on the rating of the

individual personality traits such as initiative, dependability, drive, responsibility etc.

Incase of newer method emphasis are laid on the evaluation of work results job

achievements-than on personality traits.

Various types of traditional methods are:

o Straight ranking method

o Paired comparison technique

o Man-to-man comparison method

o Grading method


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Various types of modern methods are:

o Appraisal by results or management by objectives

o Assessment center method

o Human asset accounting method

o Behaviorally anchored rating scales


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JOB EVALUATION TECHNIQUES

Job evaluation technique is a process of analyzing and describing positions, grouping them

and determining their relative value by comparing the duties of different positions in terms

of their different responsibilities and requirement.

The primary purpose of job evaluation is to set wages and salary on the basis of the relative

work or jobs in the organizations.

Basic Procedure of job evaluation as laid by IIPM, CALCUTTA

1. Analyze and prepare Job description: This requires the preparation of a

job description and also an analysis of job requirements for successful

performance.

2. Select and prepare a job evaluation plan: This means that the job must be

broken down into components part i.e. it should involve the selection of

factors, elements needed for the performance of all jobs for which money is

paid, determining their value and preparing written instructions for

evaluation.

3. Classify Jobs: This requires grouping or arranging jobs in a correct

sequence in terms of value to the firm, and relating them to the money terms

in order to ascertain their relative value

4. Install the Programme: This involves explaining it to employees and

putting it into operation


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5. Maintain the Programme: Jobs cannot continue without updating new

jobs changes in obedience to changing conditions and situations.

BASIC JOB EVALUATION METHOD AND SYSTEM

There are four basic traditional system of job evaluation

1. The ranking system: Under this system ,all jobs are arranged or ranked in

the order of their importance from simplest to the hardest, or in the reverse,

each successive job being higher or lower than the previous one in the

sequence.

Steps involved are

i) Preparation of job description:

ii) Selection of raters

iii) Selection of rates and key jobs

iv) Ranking of all jobs

v) Preparation of job classification from the rating

2.Job classification and Grading method: Under this system, a number of

predetermined grades or classification are first established by the committee

and then various jobs are assigned within each grade or class.

The steps involved are:

i) The preparation of job description

ii) Preparation of grade description


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iii) Selection of grade and key jobs

iv) Grading the key jobs

v) Classification of all jobs

3.The pointing Methods:This method requires identifying a number of

compensable factors (i.e. various characteristics of jobs) and then determining

degree to which each of these factors is present in the job. A different number

of points is usually assigned for each degree of each factor.

Mechanism for this Method is:

i) Preparation of job description, which is usually clustered .The job

which require similar activities, same worker characteristics

ii) Pre determined number of factors are arbitrarily selected by raters

iii) In this step, we break down the each factor into degree or level and

to assign a point to each level; or degree

iv) Determination of relative values or weights to assign to each factors

v) Assign money value to the points

4.The factor comparison Method: Under this system, job is evaluated by

means of standard yardsticks of value. It entails deciding which jobs have more of

certain compensable factors than others. Here analysts or evaluation committee

selects some keys or benchmarks jobs for which they are clearly understood job

description and counterparts in other organizations and for which the pay rates are

such as are agreed upon and are acceptable to both management and labor.


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Mechanism for this method:

i) Clear-cut job description are written and job specification then

developed terms of compensable factors e.g. mental requirement,

physical requirement skill requirement, responsibility and working

conditions

ii) Selecting of key jobs

iii) Ranking of Key Jobs

iv) Valuing of factors

v) Comparing all jobs with key jobs

vi) Establishing the monetary unit value for all jobs


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GRIEVANCES AND GRIEVANCE

Before going into the definition of grievance we would like to distinguish between

dissatisfaction, compliant and grievance. Dissatisfaction is any state or feeling of

discontent, whether it is innate and unexpressed or explicitlyexpressed. A dissatisfaction,

which is only orally made known by one employee to another, is known as complaint.

Compliant becomes grievance when this dissatisfaction, which is mostly related to work, is

brought to notice of the management

According theInternational Labor Organizationdefines a grievance as a compliant of

one or more workers in respect of wages, allowance, conditions of work and interpretation

of service stipulation, covering such areas as overtime, leave, transfer, promotion,

seniority, job assignment and termination of service

According to National Commission on Labor, Complaints affecting one or more

individual workers in respect of wages payments, overtime, leave, transfer, promotion,

seniority, work assignment and discharges constitute grievances

CAUSES OR SOURCES OF GRIEVANCE

An employee is dissatisfied and harbors a grievance when he feels that there has been an

infringement of his rights, that his interests have been jeopardized. This sense of grievance

generally arises out of misinterpretation and misapplication of company policies and

practices.

The few typical examples are


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i) Concerning Wages

Demand for individual adjustment; The workers feel that he is underpaid;

Complaints above incentives; piece rates are too low or too complicated;

Mistakes in calculating the wages of a worker;

ii) Concerning Supervision

Complaints against discipline; the foremen picks on him; inadequate instruction given

for job performance;

Objection to having a particular foremen; the foreman is playing favorites; the foreman

ignores complaints;

Objection to the manner in which general methods of supervision are used; there are

too many rules; regulation are not clearly posted; supervisors indulge in great deal of

snooping

Performing the job well and supervise them according to their needs

iii) Concerning Individual advancement

Complaints that the employees record of continuous service has been unfairly broken;

Complaints that the claims of senior persons have been ignored; that seriously has been

wrongly determined; that younger workers have been promoted ahead of older and

more experienced employees

Charges are made that disciplinary discharge or lay-off has been unfair; that the

penalty is too severe for the offence that is supposed to have been committed , that the


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penalty is too severe for the offence that supposed to have been committed, that the

company wanted to get rid of the employee; hence the charges against him

iv) General Working Conditions

Complaints about toilet facilities being inadequate; about inadequate and /or dirty

lunchrooms;

Complaints about working conditions; dampness, noise, fumes and other unpleasant or

unsafe conditions, which can be easily corrected; overtime is unnecessary; an employee

loses too much time because materials are not supplied to him in time

v) Collective Bargaining

The company is attempting to undermine trade union and the workers who belong to

that union; the contract with labor has been violated; the company does not deal

effectively or expeditiously with union grievances;

The company does not allow the supervisor to deal with, and settle, the grievances of

the employees;

GRIEVANCE PROCEDURE STEPS IN UNINOISED ORGANIZATION

STEP I: The aggrieved employee verbally explains his grievance to his immediate

supervisor or in a conference or a discussion specially arranged for the purpose. The

grievance can be settled can be settled if the supervisor has been properly trained for the

purpose, and if he adheres strictly to a basic problem- solving method.

STEP II: The second step begins when the grievance is not settled by the supervisor.


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.In this case , it is sent to higher level manager with a note in which are mentioned the time,

place and nature of the action to which an employee objects

STEP III: This mean that the grievance is to be submitted to grievance committee since

the decisions of the supervisor and of the higher level manger have not solved the problem.

This committee is composed of some fellow-employees, The shop steward or a

combination of union and management representatives.

STEP IV: If the decision or suggestion of the grievance committee is not accepted by the

grievant, he may approach the management or the corporate executive.

STEP V: The final step is taken when grievance is referred to an arbitrator who is

acceptable to the employee as well as management. They may agree beforehand that

arbitrators award will be final and binding both the parties.


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INDUSTRAIL DISPUTES

The Industrial disputes Act, 1947, defines an industrial dispute as any dispute or

difference between employers and employers , or between employees and employees, or

between employers and employees, which is connected with the employment or with the

conditions of work of any person

Types Of Disputes

According to the code of industrial relations introduced in United Kingdom in 1972 are of

two kind

i) Disputes of Right, which relate to the application or interpretation of an

existing agreement or contract of employment

ii) Disputes of interest, which relate to claim be employees or proposals by

a management about the terms and conditions of employment.

CAUSES OF INDUSTRIAL DISPUTES

Non-Industrial Factors: Industrial relations may be harmonious or strained and

acrimonious. In latter case, there are many causes which are rooted in historical,

political and socio- economic factors, and in the attitude of workers and their

employers. Some of the causes are

o Unemployment

o Increasing population

o The galloping price of essential commodities


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o Attitude and temperament of industrial workers

o Trade union have failed to safe guard the interest of workers

II) Management s Attitude to Labour: some of the causes are

o Absence of any grievance redressal procedure

o Services and benefit provided by management

o Management policies regarding recruitment, promotion transfers, merit

awards

III) Government Machinery:The machinery provided b y the government for the

resolution of industrial conflicts is often inadequate. Some causes are

o Trade union are generally affiliated by some political party

o Labor laws are not properly implemented

PROCEDURE FOR SETTLEMENT OF INDUSTRIAL DISPUTES

The procedure for the settlement of a dispute should be in writing and should

a. State the level at which an issue should first be raised;

b. Lay down the items and the limits for each stage of the procedure, with

provision for an extension at a particular stage;

c. Preclude a strike, lockout or any other form of industrial action till all the

stages of the procedure have been completed, and the reasons for the failure

to come to an agreement have been formally recorded


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The procedure should go through the following stages:

a. Employee representatives should raise the issue or dispute with the

management at the level, which is competent to deal with it.

b. Failing a settlement, the dispute should be referred to a higher authority in

the establishment

c. If the dispute is still unsettled and resolved, it should go through such

further stages of negotiation and conciliation as are agreed upon by the

parties to it.


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TRADE UNION

According to Trade unions Act of 1926, a trade union is any combination of person,

whether temporary or permanent, primarily for the purpose of regulating the relations

between workers and employers, or between workers and workers, and for imposing

restrictive conditions on the conduct of any trade or business, and includes the federation of

two or more trade unions

PRINCIPLES OF TRADE UNIONNISM

a) Unity is strength

b) Equal pay for equal work or for the same job

c) Security of service

WHY DO WORKER JOIN TRADE UNION?

i) To get economic security

ii) To restraint the management from taking any action which is

irrational, illogical, discriminatory or prejudicial to the interest

of labor

iii) To communicate their views, aims, ideas, feeling and

frustrations to the management

iv) To get along with their fellow workers in a better way and to

respect in the eyes of their peers


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Fill it. Shut it. Forget it

H.R.M PRACTICES AT

HEROHONDA


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ORGANIZATIONAL STRUCTURE OF COMPANY

Company has Functional cum Matrix structure .Because Structure is divided

according to the functional groups

The various functional groups at Her Honda are

Marketing

Sales

Human resources

Finance

TOP MANAGEMNT

(DIRECTOR)

FUNCTIONALHEAD(geographical)

FUNCTIONALHEAD(geographic

FUNCTIONALHEAD(geographic

FUNCTIONAL

HEAD(geograph

e tt heads

De tt headsDe tt heads

Sectionalheads

Sectionalheads

Sectionalheads


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Materials

Operations

R&D

Information system

At company as centralized control since the power lies in one hand i.e. the

Director of the company. Under Director organization is divided according

to the functional group in particular region i.e each geographical region has

its own functional groups .Under each functional group they department

heads who are generally the project leaders in various departments .Under

departmental head there are sectional head under whom operators of the

organization works


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HR IN THE STRUCTURE OF COMPANY


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RECRUITMENT AND SELECTION

Recruitment at Company is carried out by using both internal as well as external sources.

Higher level recruitments are carried out internally whereas lower level recruitments are

done externally .

The method used in Company to carry out recruitment is mixture of direct, indirect. and

third party. Incase of third party they have recruited people by using naukari.com,

placement consultants and have also data banks for their disposal.

The procedure followed at Company for recruitment is as follows

i) Requirement of employee is firstly placed by each department with the Hr

department .The hr head forwards the requirement to the Directors for the

approval for the number of the employees to be recruited as well as in which

department will get the preference.

ii) Once the approval is attained job description is designed which include basic

qualification, skill requirement etc

iii) Procedure is followed by HR .It is responsibility of hr to find person internally,

externally or place consultants is to be hired for the recruitment


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SELECTION PROCESS AT COMPANY

i) Bio data

ii) Interviews with HR as well as Functional Head, and Department head to

ensure that the process is effective.

iii) PI test are generally carried out for engineering and executive level

The no. of factors taken into consideration before selection are

i) Experience

ii) Qualification

iii) Previous salary


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EMPLOYEE TRAINING AND DEVELOPMENT

Employee Training at Company is prepared by yearly calendars

i.e in Yearly Calendars Training is divided into 3 parts

Individual Training :-This training is job specific and is given to

each individual in the plants when they are recruited as well as

whenever a new process is introduced in the plant. It is a very

frequent phenomenon.

Functional Training:- This training is given to employees of

various functional departments like marketing ,sales. This training

is less frequently carried out and is more department oriented.

Organizational Training: - This training is more in which

organization one is working like for eg training of SAP AND ERP

given to Information system department

Company have their training institute to train their employee and also carry out On-

the -Job training for operators and non-supervisory level

Feedbacks forms are generally used to check the effectiveness of the training but as

such no effective laboratory measurement are carried out

Socialization process in Company for fresher person takes around 6months where

as for experienced person the process lasts for about 2-3 months


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PERFORMANCE APPRAISAL

Performance appraisal at Company is carried on the basis of

Pointing method. The factors taken into consideration are

Performance

Attitude

Behavior

At Company each of these factors are given points and person attaining a

particular level is given a bonus point and at time of appraisal these points

are taken into consideration. This method is generally followed at the plant

This method is not applicable with the contractual Labor

GRIEVANCE HANDLING

At Company Help desk is provided to the worker .A team o

f HR people everyday go and sit in canteen for solving queries. They

believe that workers should not reach them they should reach the workers

and so workers are discouraged from entering the Hr department directly.

Besides this team of HR department visits each shop on fixed days to check

various facilities and to interact with the workers directly.

If there are any grievances they are solved then and there, Incase it is not

possible then the grievance is forwarded to the top management and

solution is provided with in 2 days.


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REWARD AND INCENTIVES

At Company Kaizen is followed. Company has a suggestion committee

for each shop which is consulted in case rewards are to be given to the

workers These rewards are monetary or in form of kind depending upon the

requirement of the individual

At higher-level rewards and incentives are more performance oriented.

MOTIVATION

At Company Motivation level of employees is enhanced with the help of

cross-functional teams. These teams include cultural teams, discipline,

sports, music etc . Special budget is provided to carry out these activities

effectively and efficiently.

EMPLOYEE SAFETY AND INDUSTRIAL HEALTH

Company has been certified with ISO 14001 which is International

Environmental standard .

Company is also certified forOHSAS 18001 which is International Safety

Standard. This can include providing free information sessions to

employees about how to cope with stress and making their working

environment more friendly. It also incorporates other HR management

issues, for example, a return to work facility and an officer whose duty is to

ensure employees returning to work from stress-related or work-related


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injuries are given the correct attention and duties to re-integrate them back

into the workforce.

Beside this Company carries out frequent audit externally as well as

externally in order to ensure that each of the standards are maintained

effectively. Each of the plant also have central -coordinator with the plants

to ensure the same.


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CONCLUSION

Company though seems to be open organization but has a conservative approach towards it

HR policies .There are very few worker policies provided to workers. Besides this their

policy are quite rigid .

There is no proper formation of grievance cell in the plants. Only basic amenities are being

provided to the workers family. The recruitment is very flexible and even internal referrals

are also considered while selection..

Thus it is concluded HR policies at Company are very restricted and rigid.


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BIBLOGRAPHY

Stephen P Robbins Organizational behavior

V.P.Micheal - Human Resource Management and Human Relations

CS Vevkata Ratnam & BK Srivastava Personnel management and Human Relations

PK Gosh & MB Ghorpade Industrial Psychology

Organisation theory & behaviour BP Singh and TN Chabbra.

Dynamics of industrial relations CB Mamoria

www. Google .com

www.hrmguide.net

www.amazon.com

www.managementscience.org
http://www.hrmguide.net/http://www.amazon.com/http://www.managementscience.org/http://www.hrmguide.net/http://www.amazon.com/http://www.managementscience.org/

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