MB0043

Master of Business Administration- MBA Semester 1 Reg No 511011932

MB0043 ndash Human Resource Management - 4 Credits

Assignment Set- 1 (60 Marks)

Q1 Training refers to the process of imparting specific skills ldquoTraining need

analysisrdquo is required for effective training program Explain in detail all the three

factors of Thayer and McGhee model of identify training needs

Organizational analysis determines where training emphasis should be placed within the

organization and is based on the objectives of an organization Concerning what one should

do in analysing an organization McGhee and Thayer (1961) suggest four steps

1 Stating the goals and objectives of an organization

2 Analysing the human resources

3 Analysing efficiency indices

4 Analysing the organizational climate

The results of these analyses are then compared with the objectives of the organization

These comparisons point to specific areas in which training is needed

Individual analysis aims at identifying specific training needs for an individual or group of

employees so that training can be tailored to their needs This analysis centres on

individuals and their specific needs concerning the skills knowledge or attitudes they must

develop to perform their assigned tasks The possible methods or techniques for individual

analysis include performance appraisal interviews questionnaires tests analysis of

behaviour informal talks checklist counseling critical incidents recording surveys and

observations

Group analysis includes a number of techniques in which a group of well-informed

employees discuss different aspects of the organization the employees and the tasks to

identify the major discrepancies in achieving predetermined targets for each of them with a

view to assessing training needs as distinguished from other necessary changes for

removing these discrepancies The major techniques which are used in this approach are

brainstorming buzzing cardsorts advisory committee conferences problem clinic role

SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION 1


playing simulation task forces workshops and so forth

Many problems exist in an organization but some problems cannot be solved by training

After a preliminary needs analysis which gives probable causes and solutions the results

should be verified with the concerned personnel of the organization to determine whether

training is an appropriate action to solve that problem

Curriculum Development This is the most important part in a training programme after a

need for training has been identified The curriculum specifies what will be taught and how it

will be taught It provides the framework and foundation of training The first phase of

curriculum development determines what will be taught that is the training content

Once training needs have been identified and training activities have been decided as part of

the solution a needs analysis should be done to determine knowledge skills and attitude

requirements and performance deficiencies The needs analysis procedure involves

breaking down the training problem into its basic parts in different successive phases to

identify and understand the important components in each phase Ultimately it leads to

identifying and understanding the training content The training needs analysis process can

be divided into three distinct analytical phases job analysis task analysis and knowledge

and skill-gap analysis

A Job analysis Job analysis is a method of determining major areas of tasks where training

may be needed (see JA Worksheet) It involves the dissecting of a job into its component

events or parts This analysis allows a trainer to better understand what an employee does

in an organization Job analysis involves the task identification of a particular job (Wentling

1992) The techniques used in task identification include job questionnaire interview

participant observation work sampling job audit and small-group discussion The following

steps may provide a guide for completion of job analysis

1 Identify the job that is to be the subject of the analysis This involves defining the focal

point for the job analysis It may include the entire job of a group of employees or only a

specific segment of their job SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

2


2 Prepare a list of tasks which can be done following different approaches and methods

Four approaches can be used to identify job tasks (1) expertsidentify and list critical tasks

(2) observations and interviews are conducted with employees (3) meetings are held with

group representatives and (4) a tentative list of task is reviewed by employees and their

supervisors

3 Verify the tasks The draft list of tasks should be verified by experts workers and

supervisors in the analysis process This can be done through expert review small-group

discussions and inter views When the tasks are verified a final list of job tasks is prepared

4 Determine the frequency The workers and super visors can fill in a form indicating how

frequently each task in a job is performed Different scales such as seldom occasionally

weekly to monthly daily to weekly and daily can be used to quantify the intensity of a

task accomplished

5 Determine the importance Not all tasks are equally important to a job An occasionally

performed task may be very important Therefore a relative importance rating is useful along

with frequency rating A scale such as marginally important moderately important and

extremely important may be used to determine the relative importance of the job tasks

6 Estimate the learning difficulty An estimate of learning difficulty is another dimension of

the job-task analysis It shows the trainer the employees perception of difficulty which may

be different from the trainers own perception A scale such as easy moderately difficult

very difficult and extremely difficult may be used to determine the difficulty indices of job

tasks

7 Calculate the total score This can be done by simply adding the scores for frequency

importance and learning difficulty for each task The column for total score in a worksheet

indicates the priority tasks for training if these are training problems

8 Review the findings The results of the job-task analysis should be discussed with

significant people in the training system including government leaders programme

directors and others interested in related training



Q2 India is considered as the leading lsquoemerging economyrsquo Indiarsquos organizational

success is rooted in its culture bring out Indian culture and historical perspective to

HRM Write a brief note on Human relations movement in India

Indias economy over the last decade looks in many ways like a success story after a major

economic crisis in 1991 followed by bold reform measures the economy has experienced a

rapid economic growth rate more foreign investment and a boom in the information

technology sector Yet many in the country still suffer from crushing poverty and social and

political unrest remains a problem These essays by leading academics policymakers and

industrialistsmdashincluding one by Amartya Sen the 1998 winner of the Nobel Prize in

economics for his work on poverty and inequalitymdashexamine the facts of Indias recent

economic successes and their social and cultural context Indias rate of economic growth

after the 1991 reforms were instituted reached a remarkable 7 percent for three consecutive

years from 1994 to 1997 Several contributors to Indias Emerging Economy ask what this

means for the nation as a whole In his essay Democracy and Secularism in India Amartya

Sen argues that economic progress is not the only way to measure a nations performance

Other essays examine the actual effect Indias economic growth has had on reducing

poverty and recommend policies to empower the poor Essays also address such issues as

globalization and the vulnerabilities and opportunities it creates Indias experience with

monetary and fiscal reform the rapid growth of the information technology sector (including

a case study of Indias software industry) and Indias grassroots economy An

understanding of the organizational culture preferences of new hires is required in order to

achieve a person-organization fitmdashthe key to reducing job turnover and maintaining a

committed workforce In addition because all organizations socialize new hires (formally or

informally) to understand ldquothe way things are done around hererdquo a knowledge of

preferences that are changeablemdashand those that are notmdashis both valuable and necessary

In this study we provided findings on the changeability of organizational culture preferences

the gaps between organizational preferences and realities and findings on differences in SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

4


preferences across five world regions and four countries

Human resource management has changed in name various times throughout history The

name change was mainly due to the change in social and economic activities throughout

history

Q3 A company is being set up by a group of 3 professionals The business objective

is to sell mobile phones of a Chinese company which has come up with an

inexpensive range of handset ranging from Rs1200 to Rs7000 They need to submit a

human resource plan to their investors Explain the process of Human Resource

planning system for this company which covers all important steps needed for HRP

Sol A company is being set p by a group of 3 professionals The business objective is to sell

mobile phones

Range of handset = 1200


Human Resource planning is the predetermination of the future course of actioin chosen

from a number of alternatives

HR planning is the processes including forecasting developing and controlling by which a

firm course that it has the right number of people and right kind of people at the right places

at the right time doing work for which they are economically most useful

The characteristic of according to this company is that (HRP) They are

1 Human resource plan most incorporate the human resource needs in the light of

organisational goals

2 HR plan must be directed towards well defined objectives

3 HRP must ensure that it has the right number of people and the the right kind of

people at the right time doing work for which they are economically most useful

4 HRP should have the way for an effective motivational process

5 A human resource plan should take into account the principle of periodical

reconsideration of new development and extending the plan to cover the charges

during the given long period

HR planning is a highly important and useful activity without clear cut planning an estimation

of the organsationrsquos human resource needs is reduced to more success work

1 Planning defines future manpower needs and this becomes the basis or recreating

and developing personal



2 Employees can be trained motivated and developed in advance and this helps in

meeting future needs for high quality employee

3 change in technology has attached more importance to knowledge and skills

resulting in surplus manpower in some areas and shortage in other areas HR

planning helps in creating balance in such a situation

4 Jobs are becoming more and more knowledge oriented This has resulted in a

changed profile of HR because of increased emphasis on knowledge recruitment

costs have also increased

Q4 Organizations hire candidate through various sources Discuss all the possible

sources of recruitment

Recruitment is the process of generating a pool of qualified applicants for jobs The first step

of the recruitment process is to get an approval to initiate the search This is done through a

workforce requisition Once the workforce requisition has been approved the next step is to

develop an applicant pool using one or more of the recruitment sources Itrsquos hard to

overemphasise the importance of effective recruiting The more applicants you have the

more selective you can be in your hiring

By the end of this section you should

1048635 Be familiar with what the following mean ndash Workforce Requisition Sources of Recruitment

1048635 Understand how you choose a source to generate a qualified pool of applicants

1048635 Understand the difference between Recruitment and Selection

Step 1 Workforce Requisition The Workforce Requisition is the process through which an

approval is taken to initiate the recruitment process

The workforce plan provide for the overall estimate of workforce for a year However it is

necessary to take specific approval to fill vacancies The Manager in whose team the

vacancies have arisen initiates the process through a Error Hyperlink reference not valid

The concerned Department Head as well as the HR Head must approve the same The CEO

must approve the request for any unbudgeted positions

Step 2 Using sources to generate a qualified pool of applicants Once the workforce

requisition has been approved the HR Manager or team initiates the search Before starting



the search for candidates externally one should look within the organisation for suitable

candidates First look internally Organisations may decide to move people into open

positions on the basis of their suitability ndash qualification experience amp supervisorrsquos

recommendation Alternatively the job can be advertised internally through an Internal Job

Posting (IJP) An IJP entails publicising the open job to employees ndash through the managers

e‐mail communication meetings notice boards etc The employees would then apply for the

job and would go through a selection process The job posting lists the job attributes and the

eligibility criteria for applying to the position The merits of sourcing candidates internally are

‐

bull There is no substitute for knowing the candidatersquos performance strengths and the areas of

development With internal candidates you are likely to have a more accurate view

bull Commitment levels of internal candidates may be higher

bull Internal candidates will have a better understanding of the organisation and the industry

and would therefore take less time to settle down in the job The original philosophy and

mission of the organisation is ingrained in them

bull Training amp orientation time will therefore be saved

bull Employee Morale will rise as they will see opportunities for job enhancement and growth

Internal candidates who donrsquot get the job may get demotivated

bull Telling unsuccessful candidates why they were rejected and what remedial action they

need to take is critical This needs to be done conscientiously and requires the managersrsquo

and interviewersrsquo time

bull There could be a lot of candidates who apply for the position and interviewing all of them

could be a time ndash consuming exercise

bull The person who moves into the new role may find it difficult to gain acceptance from a

group of erstwhile peers

bull ldquoInbreedingrdquo is another potential drawback When a lot of managers come up through the

ranks they may have a tendency to maintain status quo even when a new direction is

requiredSIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

7


Then look externally ‐ Sources of Recruitment It is not always possible to get all the

employees from the current staff and a search for candidates has to be done externally

There are various sources of hiring candidates from the external market

bull Advertisement (Choice of publication is critical)

bull Placement Agencies Consultants

bull Campus

bull Employee Referrals

bull Internet Job posting

bull Walk‐ins

bull Temping Agencies

bull Local Communities where the organization delivers its services

The factors that would impact the choice of the source of recruitment are ‐

bull Levels ndash Entry level mid manager senior manager

bull Scale of recruitment ‐ one or few positions large scale hiring

bull Recurrence ndash One off on going

bull Time available ndash immediate planned time

bull Costs ndash minimal planned

Q5 Write short notes on

MBO Management by Objectives (MBO) is a process of agreeing upon objectives

within an organization so that management and employees agree to the objectives

and understand what they are in the organization The term management by

objectives was first popularized by Peter Drucker in his 1954 book The Practice of

Management The essence of MBO is participative goal setting choosing course of

actions and decision making An important part of the MBO is the measurement and

the comparison of the employeersquos actual performance with the standards set Ideally

when employees themselves have been involved with the goal setting and the

choosing the course of action to be followed by them they are more likely to fulfill SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

8


their responsibilities

360 Degree 360-degree feedback also known as multi-rater feedback multisource

feedback or multisource assessment is feedback that comes from all around an

employee 360 refers to the 360 degrees in a circle with an individual figuratively in

the center of the circle Feedback is provided by subordinates peers and

supervisors It also includes a self-assessment and in some cases feedback from

external sources such as customers and suppliers or other interested stakeholders It

may be contrasted with upward feedback where managers are given feedback by

their direct reports or a traditional performance appraisal where the employees are

most often reviewed only by their managers The results from 360-degree feedback

are often used by the person receiving the feedback to plan training and

development Results are also used by some organizations in making administrative

decisions such as pay or promotion When this is the case the 360 assessment is

for evaluation purposes and is sometimes called a 360-degree review However

there is a great deal of controversy as to whether 360-degree feedback should be

used exclusively for development purposes or should be used for appraisal

purposes as well (Waldman et al 1998) There is also controversy regarding

whether 360-degree feedback improves employee performance and it has even

been suggested that it may decrease shareholder value

Q6 Hawthorne study has played a critical role in human resource development

Elucidate the Hawthorne study and explain its contribution to human relations

movement

The studies where subjects had to go for long drives with no toilet breaks the results should

be considered biased by the feedback compared to the manipulation studies He also argues

that the rest periods involved possible learning effects and the fear that the workers had

about the intent of the studies may have biased the results



Parsons defines the Hawthorne effect as the confounding that occurs if experimenters fail to

realize how the consequences of subjects performance affect what subjects do [ie

learning effects both permanent skill improvement and feedback-enabled adjustments to

suit current goals] His key argument is that in the studies where workers dropped their

finished goods down chutes the girls had access to the counters of their work rate

Its possible that the illumination experiments were explained by a longitudinal learning

effect[citation needed] It is notable however that Parsons refuses to analyze the illumination

experiments on the grounds that they havent been properly published and so he cant get at

details whereas he had extensive personal communication with Roethlisberger and

Dickson

But Mayo says it is to do with the fact that the workers felt better in the situation because of

the sympathy and interest of the observers He does say that this experiment is about testing

overall effect not testing factors separately He also discusses it not really as an

experimenter effect but as a management effect how management can make workers

perform differently because they feel differently A lot to do with feeling free not feeling

supervised but more in control as a group The experimental manipulations were important

in convincing the workers to feel this way that conditions were really different The

experiment was repeated with similar effects on mica splitting workers[citation needed]

Richard E Clark and Timothy F Sugrue (1991 p333) in a review of educational research

say that uncontrolled novelty effects cause on average 30 of a standard deviation (SD) rise

(ie 50-63 score rise) which decays to small level after 8 weeks In more detail 50 of

a SD for up to 4 weeks 30 of SD for 5ndash8 weeks and 20 of SD for gt 8 weeks (which is lt

1 of the variance)

A psychology professor at the University of Michigan Dr Richard Nisbett calls the

Hawthorne effect a glorified anecdote Once youve got the anecdote he said you can

throw away the data

Harry Braverman points out in Labor and Monopoly Capital that the Hawthorne tests were SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

10


based on industrial psychology and were investigating whether workers performance could

be predicted by pre-hire testing The Hawthorne study showed that the performance of

workers had little relation to ability and in fact often bore an inverse relation to test scores

Braverman argues that the studies really showed that the workplace was not a system of

bureaucratic formal organization on the Weberian model nor a system of informal group

relations as in the interpretation of Mayo and his followers but rather a system of power of

class antagonisms This discovery was a blow to those hoping to apply the behavioral

sciences to manipulate workers in the interest of management

The Hawthorne effect has been well established in the empirical literature beyond the

original studies The output (dependent) variables were human work and the educational

effects can be expected to be similar (but it is not so obvious that medical effects would be)

The experiments stand as a warning about simple experiments on human participants

viewed as if they were only material systems There is less certainty about the nature of the

surprise factor other than it certainly depended on the mental states of the participants their

knowledge beliefs etc

Research on the demand effect also suggests that people might take on pleasing the

experimenter as a goal at least if it doesnt conflict with any other motive[14] but also

improving their performance by improving their skill will be dependent on getting feedback on

their performance and an experiment may give them this for the first time So you often

wont see any Hawthorne effectmdashonly when it turns out that with the attention came either

usable feedback or a change in motivation

Adair (1984) warns of gross factual inaccuracy in most secondary publications on

Hawthorne effect and that many studies failed to find it He argues that it should be viewed

as a variant of Ornes (1973) experimental demand effect So for Adair the issue is that an

experimental effect depends on the participants interpretation of the situation that this is

why manipulation checks are important in social sciences experiments So he thinks it is not

awareness per se nor special attention per se but participants interpretation must be

investigated in order to discover ifhow the experimental conditions interact with the SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

11


participants goals This can affect whether participants believe something if they act on it or

dont see it as in their interest etc

Rosenthal and Jacobson (1992) ch11 also reviews and discusses the Hawthorne effect [15]

In a currently unpublished working paper economists John List and Steven Levitt claim that

in the illumination experiments the variance in productivity is partly accounted for by other

factors such as the weekly cycle of work or the seasonal temperature and so the original

conclusions were overstated If so this confirms the analysis of SRG Joness 1992 article

examining the relay experiments





Q1 It is assumed that high morale leads to high productivity Explain what morale is

and how it is related to productivity

With rising redundancies and greater job insecurity among employees itrsquos no wonder that

morale is low among many team members as they fear for the future of their current job

Have you taken the time recently to consider how high the morale of your employees is

You as a business owner or manager need to know how your employees are feeling at work

emotionally and mentally Not knowing how your employees feel can have dire

consequences

Wersquove already talked about the dramatic effect that low morale can have on your business in

the ldquoGrowing vs Contracting in Harsh Economic Timesrdquo article Research shows a simple

business formula behind morale and productivity that is low morale leads to low

productivity and high morale leads to high productivity

The truth is that employees in many small businesses are required to carry out a much wider

range of tasks and carrying a much heavier workload than their corporate counterparts due

to the low ratio of staff in small business compared to larger firms If they leave the expense

to business owners of re-hiring and re-training is a huge burden and contributes to a

disproportionately large chunk in your balance sheet

One of the key strategies to recession-proof your business is to take leadership of your staff

with vision and courage to get them excited about being at work

7 Top Tips for Keeping Morale High

Lead with vision and share it with your employees

Engage with your employees ndash seek their ideas

Create an environment where creativity and imagination can flourish

Encourage high performance with positive attitudes ndash optimism confidence happiness and

hope



Inspire staff ndash make your staff feel they have something to aim for

Be employee-friendly ndash talk with and listen to your staff

Win the hearts and minds of your employees ndash understand your staff

But you may ask how do I keep morale high in an uncertain economic environment

Ask employees for their input before making decisions that impact their roles or work

Respond to employee questions or requests promptly

Employees need to feel that their ideas are listened to and acted upon to feel part of solving

problems

Create an open door policy if none exists Encourage employees to use it once established

Recognize and reward your star employees and those that go the extra mile

If cost-cutting measures are necessary try to do them all at once rather than dragging it out

bit by bit

Create a culture where employees see that their teams work is contributing to making

others lives better rather than just a product or service

Reaffirm that the challenges are only temporary and create a planscenario for your

employers where they can see a brighter future beyond cutbacks

When assessing the morale in your culture try not to confuse morale with people being

happy According to the Harvard Business Review the definition of good morale is that

peoplersquos emotions contribute to rather than subtract from the unit achieving its goals Many

of the best examples of high morale come from situations of great unhappiness and stress -

such as heroic actions in war etc

So use your current circumstance to rally the troops build a sense of camaraderie and

strengthen your teamrsquos focus and dedication Good luck



Q2 ldquoCoxenrdquo is a medium size plastic manufacturing company In this Company

workers have developed grievances against management For past 2 years in spite of

making profit company is not paying bonus to workers It is expected that if the

grievances are not dealt with it might lead to severe consequences Imagine this

situation and explain the grievance handling procedure list each steps of the

procedure Suggest few measures to avoid grievances

Maintaining quality of work life for its employees is an important concern for the any

organisation The grievance handling procedure of the organisation can affect the

harmonious environment of the organisation The grievances of the employees are related

to the contract work rule or regulation policy or procedure health and safety regulation

past practice changing the cultural norms unilaterally individual victimization wage bonus

etc Here the attitude on the part of management in their effort to understand the problems

of employees and resolve the issues amicably have better probability to maintain a culture of

high performance Managers must be educated about the importance of the grievance

process and their role in maintaining favorable relations with the union Effective grievance

handling is an essential part of cultivating good employee relations and running a fair

successful and productive workplace Positive labor relations are two-way street both sides

must give a little and try to work together Relationship building is key to successful labor

relations

(i) An arrived employee shall first present his grievance verbally in person to the officer

designated by the management for this purpose The response shall be given by the officer

within 48 hours of the presentation of the complaint If the worker is not satisfied wit the

decision of the officer or fails to receive the answer within 48 hours he will either in person

or accompanied by is departmental head present his grievance to the head of the

department

(ii) The head of the department shall give his answer within 3 days or if action cannot be

taken within this period the reason for delay should be recorded If the worker is dissatisfied SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

15


with the decision of the department all head he may request that his grievance be forwarded

to the Grievance Committee

(iii) The Grievance committee shall make its recommendation to the manager within 7 days if

the workers request If decision cannot be given within this period reason should be

recorded Unanimous decision of the committee shall be implemented by the management

If there is differences of opinion among the members of the committee the matter shall be

refereed to the manager along with the views of the members and the relevant papers for

final decision

(iv) In either case the final decision of the manger shall be communicated to the employee

within three days from the receipt of the Grievance Committees recommendations

(v) If the worker is not satisfied even with the final decision of the manager he may have the

right to appeal to the manager for revision In making this appeal he may take a union official

with him to facilitate discussion with the management The management will communicate

the decision within 7 days of workmans revision petition

(vi) If worker is still not satisfied the mater may be referred to voluntary arbitration

(vii) Where a workers has taken a grievance for readdress under the grievance procedure

the formal conciliation machinery shall not interview till all steps in the procedure have

exhausted A grievance shall be presumed to assume the form of a dispute only when the

final decision of top management is turned down by the worker

Precautions and Prescriptions

The management should take care of following aspects to develop a culture of trust and

confidence upon the employees

1 Always ensure that the managers involved in the grievance handling procedures have a

quiet place to meet with the complainant

2 Always ensure that managers have adequate time to be devoted to the complainant

3 Explain managers role the policy and the procedures clearly in the grievance handling

procedure

4 Fully explaining the situation to the employee to eliminate any misunderstanding and SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

16


promote better acceptance of the situation complained of

5 Try to let employee present their issues without prejudging or commenting

6 Do use a positive friendly ways to resolve the crisis than punitive steps which disturb the

system

7 Do remain calm cool collected during the course of the meeting

8 Always focus on the subject of the grievance than allied issues

9 Dont make threats manage the grievances

10 Never make use of allegations against personalities

11 Be aware of the staff members potential concerns to the possible repercussions of

raising a grievance

12 Dont become angry belligerent or hostile during grievance handling procedure

13 Do listen for the main point of arguments and any possible avenue to resolve the

grievance

14 Listen azd respond sensitively to any distress exhibited by the employees

15 Eliminating the source of the irritation or discomfort being complained of

6 Reassure them that the managers will be acting impartially and that your hope is to

resolve the matter if possible

17 Dont horse trade or swap one grievance for another (where the union wins one

management wins one) Each case should be decided on its merits

18 Avoid usage of verbosisms like it will be taken care of

19 Ensure effective sensitive and confidential communication between all involved

20 Take all possible steps to ensure that no victimization occurs as a result of the grievance

being raised

21 The investigator or decision maker acts impartially which means they must exclude

themselves if there is any bias or conflict of interest

22 All parties are heard and those who have had complaints made against others are given

an opportunity to respond

23 Try to look upon the problem on different angles for appropriate understandingSIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

17


24 Ensuring that there is proper investigation of the facts and figures related the problem

under concern

25 Consider all relevant information in the investigation process

26 Ask the staff member their preferred resolution option although it is important to make it

clear that this may not be a possible outcome

27 Be aware of the limits of authority of the person who involved in the grievance handling

procedures

28 If the manager feels that heshe is not the appropriate person (senior manager) to deal

with the issue refer the complainant to the appropriate person as soon as possible

29 Try to get a better idea of whether the alleged discrimination or harassment happened or

didnt happen

30 Tell them exactly what they are supposed to have done to whom and explain why this

may be seen as discriminationharassment or as inappropriate

31 Grievances are preferably to be settled informally at the level of the employees

immediate supervisor

32 Try the level best to involve team members to resolve the crisis at unit level itself

33 Avoid as far as possible the union involvement in conflict resolution situation process

34 Follow documentation the procedures of all necessary steps taken to resolve the

problemcomplaint

Q3 Write a brief note on Succession planning

Succession planning is a process for identifying and developing internal personnel with the

potential to fill key or critical organizational positions Succession planning ensures the

availability of experienced and capable employees that are prepared to assume these roles

as they become available

Succession planning accelerates the transition of qualified employees from individual

contributors to managers and leaders Succession planning

Prepares current employees to undertake key roles SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

18


Develops talent and long-term growth

Improves workforce capabilities and overall performance

Improves employee commitment and therefore retention

Meets the career development requirements of existing employees

Improves support to employees throughout their employment

Counters the increasing difficulty of recruiting employees externally

Focuses on leadership continuity and improved knowledge sharing

Provides more effective monitoring and tracking of employee proficiency levels and skill

gaps Succession planning is a necessary part of an organisations ability to reduce risk

create a proven leadership model smooth business continuity and improve staff morale

Q4 Think of a situation in which an employee is to be dismissed from the

organization what will be the fair steps of dismissal followed by the organization

There are various reasons why your employer might dismiss you The law distinguishes

between them depending on whether they are considered fair or unfair reasons for

dismissal You have a right to have a written statement explaining why you have been

dismissed Regardless of the reason for your dismissal your employer should act fairly in

the procedure they follow If they donrsquot an employment tribunal can increase any award for

unfair dismissal by up to 25

Your employer must have a good reason for dismissing you and has to show that the

reason is genuine and justifies your dismissal The five potentially fair reasons for dismissing

an employee are

This usually means yoursquove broken one or more of the terms of your employment eg

Continually missing work

Poor discipline

Drug or alcohol abuse

Theft or dishonesty

Your employer should follow a fair disciplinary procedure before dismissing you for SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

19


misconduct

Your capability

This means that you canrsquot do your job properly (including because you donrsquot have the right

qualifications) or arenrsquot performing to the required standard eg because

You havenrsquot been able to keep up with technological changes to your job eg introduction of

computerised systems

You canrsquot get along with your colleagues

Long-term or persistent illness makes it impossible for you to do your job

Your employer should make sure yoursquore given adequate training to do your job If yoursquore

performing poorly you should usually be warned that your work isnrsquot satisfactory and given a

chance to improve before any action is taken

If you are persistently off sick (or long-term sick) your employer should normally look at any

alternatives before deciding to dismiss you For example they might have to consider

whether the job itself is making you sick and needs to be changed

You should be aware that you can still be dismissed if you are off sick

Your employer would normally be expected to allow a reasonable amount of time for you to

recover from your illness The actual amount will depend on things like

How long it will take to recover

How certain it is that you will recover (with some illnesses like broken bones it is clear how

long it will take but with something like stress it can be uncertain)

How easy it is to get cover

Whether your job can be kept open

If you have a disability (which may include long-term illness) your employer has a legal duty

to try to find a way round the problem by making reasonable adjustments to how andor

where you work Dismissal because of a disability may be unlawful discrimination

For more information see our lsquoDisability Discrimination Actrsquo section

Redundancy

This means therersquos no more or not enough work for you It might occur ifSIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

20


Your employer closes or restructures

Your employer relocates

Your employer needs fewer workers

Your employer would be expected to select you fairly consider offering you alternative work

and to consult you properly before making you redundant

For more information see our lsquoRedundancyrsquo section

A statutory restriction

Your employer can dismiss you if continuing to employ you would break the law ndash for

example if yoursquore a driver and you lose your driving licence They would be expected to try

and find other suitable work for you before choosing to dismiss you

Another substantial reason

The emphasis here is on lsquosubstantialrsquo- it applies to a situation where your employer has an

overwhelming reason why you must be dismissed They would be expected to look at any

alternatives before choosing to dismiss Reasons that have previously fallen into this

category include

Imprisonment

An irresolvable personality clash between you and a co-worker

If the business moves to another location or if itrsquos taken over and it isnrsquot possible to employ

you because of economic technical or organisational reasons

Unreasonably refusing to accept a company reorganisation that changes your employment

terms

Automatically unfair reasons for dismissal

It will be automatically unfair if your employer sacks you because you

Exercise your statutory rights like the right to written particulars of your terms and conditions

Are pregnant

Takeask to take statutory maternity paternity or adoption leave

Are or intend to be a trade union member or refuse to join a union

Exercise your rights under the National Minimum Wage Act SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

21


Complain about a health and safety problem

Report wrongdoing at work (lsquowhistleblowingrsquo)

Exercise your rights in connection with a statutory grievance or disciplinary procedure

Take part in official industrial action that lasts less than 12 weeks

Take time off for jury service

Ask to work flexibly if yoursquove a right to do so

Exercise your rights under the Working Time Regulations

Q5 Describe the process of wage fixation and the machinery available for it

The term lsquoMinimum Wage Fixationrsquo implies the fixation of the rate or rates of minimum wages

by a process or by invoking the authority of the State Minimum wage consists of a basic

wage and an allowance linked to the cost of living index and is to be paid in cash though

payment of wages fully in kind or partly in kind may be allowed in certain cases The

statutory minimum wages has the force of law and it becomes obligatory on the part of the

employers not to pay below the prescribed minimum wage to its employees The obligation

of the employer to pay the said wage is absolute The process helps the employees in

getting fair and reasonable wages more particularly in the unorganised sector and eliminates

exploitation of labour to a large extent This ensures rapid growth and equitable distribution

of the national income thereby ensuring sound development of the national economy

It has been the constant endeavour of the Government to ensure minimum rates of wages to

the workers in the sweated industries and which has been sought to be achieved through the

fixation of minimum wages which is to be the only solution to this problem

Fixing of minimum rates of wages

The appropriate Government may fix the minimum rates of wages payable to employees

employed in an employment specified in Part - I or Part - II of the Schedule and in an

employment subsequently added to the Schedule The Government may review the

minimum rates of wages and revise the minimum rates at intervals not exceeding five years

The appropriate Government may fix separate minimum rates of wages for time rate and for SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

22


piece rate Different wage rates may be fixed for different scheduled employments different

classes of work in the same scheduled employment for adults adolescents children and

apprentices and for different localities and for any one or more of the wage periods viz by

the hour or by the day or by the month or by such larger wage period as may be prescribed


Charismatic Leadership The Charismatic Leader gathers followers through dint of

personality and charm rather than any form of external power or authority It is interesting to

watch a Charismatic Leader working the room as they move from person to person They

pay much attention to the person they are talking to at any one moment making that person

feel like they are for that time the most important person in the world Charismatic Leaders

pay a great deal of attention in scanning and reading their environment and are good at

picking up the moods and concerns of both individuals and larger audiences They then will

hone their actions and words to suit the situation Charismatic Leaders use a wide range of

methods to manage their image and if they are not naturally charismatic may practice

assiduously at developing their skills They may engender trust through visible self-sacrifice

and taking personal risks in the name of their beliefs

Participative Leadership A Participative Leader rather than taking autocratic

decisions seeks to involve other people in the process possibly including

subordinates peers superiors and other stakeholders Often however as it is within

the managers whim to give or deny control to his or her subordinates most

participative activity is within the immediate team The question of how much

influence others are given thus may vary on the managers preferences and beliefs

and a whole spectrum of participation is possible

lt Not participative Highly participative gt

Autocratic decision by leader

Leader proposes decision listens to feedback

Team proposes decision

leader has final

Joint decision

with team as equals

Full delegation of decision

to team



then decides

decision

There are many varieties on this spectrum including stages where the leader sells the idea

to the team Another variant is for the leader to describe the what of objectives or goals

and let the team or individuals decide the how of the process by which the how will be

achieved (this is often called Management by Objectives)

The level of participation may also depend on the type of decision being made Decisions

on how to implement goals may be highly participative whilst decisions during subordinate

performance evaluations are more likely to be taken by the manager

Delegative Leadership Delegative Leadership also known as Laissez-Faire leadership

works best in a group where members are highly qualified and motivated to make correct

decisions in their area of expertise

Delegative leaders offer little to no guidance to the group and group members are free to

make their own decisions This style should only be used when the leader has full

confidence and trust in group members

Transformational Leadership Transformational leadership (leadership]] approach that is

defined as leadership that creates valuable and positive change in the followers with the end

goal of developing followers into leaders A transformational leader focuses on

transforming others to help each other to look out for each other to be encouraging and

harmonious and to look out for the organization as a whole With this leadership the leader

enhances the motivation morale and performance of his followers through a variety of

mechanisms These include connecting the followers sense of identity and self to the

mission and the collective identity of the organization being a role model for followers that

inspires them challenging followers to take greater ownership for their work and

understanding the strengths and weaknesses of followers so the leader can align followers

with tasks that optimizes their performance


Q1 Training refers to the process of imparting specific skills ldquoTraining need analysisrdquo is required for effective training program Explain in detail all the three factors of Thayer and McGhee model of identify training needs

Organizational analysis determines where training emphasis should be placed within the organization and is based on the objectives of an organization Concerning what one should do in analysing an organization McGhee and Thayer (1961) suggest four steps





The results of these analyses are then compared with the objectives of the organization These comparisons point to specific areas in which training is needed

Individual analysis aims at identifying specific training needs for an individual or group of employees so that training can be tailored to their needs This analysis centres on individuals and their specific needs concerning the skills knowledge or attitudes they must develop to perform their assigned tasks The possible methods or techniques for individual analysis include performance appraisal interviews questionnaires tests analysis of behaviour informal talks checklist counseling critical incidents recording surveys and observations

Group analysis includes a number of techniques in which a group of well-informed employees discuss different aspects of the organization the employees and the tasks to identify the major discrepancies in achieving predetermined targets for each of them with a view to assessing training needs as distinguished from other necessary changes for removing these discrepancies The major techniques which are used in this approach are brainstorming buzzing cardsorts advisory committee conferences problem clinic role playing simulation task forces workshops and so forth

Many problems exist in an organization but some problems cannot be solved by training After a preliminary needs analysis which gives probable causes and solutions the results should be verified with the concerned personnel of the organization to determine whether training is an appropriate action to solve that problem

Curriculum Development This is the most important part in a training programme after a need for training has been identified The curriculum specifies what will be taught and how it will be taught It provides the framework and foundation of training The first phase of curriculum development determines what will be taught that is the training content

Once training needs have been identified and training activities have been decided as part of the solution a needs analysis should be done to determine knowledge skills and attitude requirements and performance deficiencies The needs analysis procedure involves breaking down the training problem into its basic parts in different successive phases to identify and understand the important components in each phase Ultimately it leads to identifying and understanding the training content The training needs analysis process can be divided into three distinct analytical phases job analysis task analysis and knowledge and skill-gap analysis

A Job analysis Job analysis is a method of determining major areas of tasks where training may be needed (see JA Worksheet) It involves the dissecting of a job into its component events or parts This analysis allows a trainer to better understand what an employee does in an organization Job analysis involves the task identification of a particular job (Wentling 1992) The techniques used in task identification include job questionnaire interview participant observation work sampling job audit and small-group discussion The following steps may provide a guide for completion of job analysis

1 Identify the job that is to be the subject of the analysis This involves defining the focal point for the job analysis It may include the entire job of a group of employees or only a specific segment of their job

2 Prepare a list of tasks which can be done following different approaches and methods Four approaches can be used to identify job tasks (1) expertsidentify and list critical tasks (2) observations and interviews are conducted with employees (3) meetings are held with group representatives and (4) a tentative list of task is reviewed by employees and their supervisors

3 Verify the tasks The draft list of tasks should be verified by experts workers and supervisors in the analysis process This can be done through expert review small-group discussions and inter views When the tasks are verified a final list of job tasks is prepared

4 Determine the frequency The workers and super visors can fill in a form indicating how frequently each task in a job is performed Different scales such as seldom occasionally weekly to monthly daily to weekly and daily can be used to quantify the intensity of a task accomplished

5 Determine the importance Not all tasks are equally important to a job An occasionally performed task may be very important Therefore a relative importance rating is useful along with frequency rating A scale such as marginally important moderately important and extremely important may be used to determine the relative importance of the job tasks

6 Estimate the learning difficulty An estimate of learning difficulty is another dimension of the job-task analysis It shows the trainer the employees perception of difficulty which may be different from the trainers own perception A scale such as easy moderately difficult very difficult and extremely difficult may be used to determine the difficulty indices of job tasks

7 Calculate the total score This can be done by simply adding the scores for frequency importance and learning difficulty for each task The column for total score in a worksheet indicates the priority tasks for training if these are training problems

8 Review the findings The results of the job-task analysis should be discussed with significant people in the training system including government leaders programme directors and others interested in related training

Q2 India is considered as the leading lsquoemerging economyrsquo Indiarsquos organizational success is rooted in its culture bring out Indian culture and historical perspective to HRM Write a brief note on Human relations movement in India

Indias economy over the last decade looks in many ways like a success story after a major economic crisis in 1991 followed by bold reform measures the economy has experienced a rapid economic growth rate more foreign investment and a boom in the information technology sector Yet many in the country still suffer from crushing poverty and social and political unrest remains a problem These essays by leading academics policymakers and industrialistsmdashincluding one by Amartya Sen the 1998 winner of the Nobel Prize in economics for his work on poverty and inequalitymdashexamine the facts of Indias recent economic successes and their social and cultural context Indias rate of economic growth after the 1991 reforms were instituted reached a remarkable 7 percent for three consecutive years from 1994 to 1997 Several contributors to Indias Emerging Economy ask what this means for the nation as a whole In his essay Democracy and Secularism in India Amartya Sen argues that economic progress is not the only way to measure a nations performance Other essays examine the actual effect Indias economic growth has had on reducing poverty and recommend policies to empower the poor Essays also address such issues as globalization and the vulnerabilities and opportunities it creates Indias experience with monetary and fiscal reform the rapid growth of the information technology sector (including a case study of Indias software industry) and Indias grassroots economy An understanding of the organizational culture preferences of new hires is required in order to achieve a person-organization fitmdashthe key to reducing job turnover and maintaining a committed workforce In addition because all organizations socialize new hires (formally or informally) to understand ldquothe way things are done around hererdquo a knowledge of preferences that are changeablemdashand those that are notmdashis both valuable and necessary In this study we provided findings on the changeability of organizational culture preferences the gaps between organizational preferences and realities and findings on differences in preferences across five world regions and four countries

Human resource management has changed in name various times throughout history The name change was mainly due to the change in social and economic activities throughout history

Q3 A company is being set up by a group of 3 professionals The business objective is to sell mobile phones of a Chinese company which has come up with an inexpensive range of handset ranging from Rs1200 to Rs7000 They need to submit a human resource plan to their investors Explain the process of Human Resource planning system for this company which covers all important steps needed for HRP

Q4 Organizations hire candidate through various sources Discuss all the possible sources of recruitment

Recruitment is the process of generating a pool of qualified applicants for jobs The first step of the recruitment process is to get an approval to initiate the search This is done through a workforce requisition Once the workforce requisition has been approved the next step is to develop an applicant pool using one or more of the recruitment sources Itrsquos hard to overemphasise the importance of effective recruiting The more applicants you have the more selective you can be in your hiring





Step 1 Workforce Requisition The Workforce Requisition is the process through which an approval is taken to initiate the recruitment process

The workforce plan provide for the overall estimate of workforce for a year However it is necessary to take specific approval to fill vacancies The Manager in whose team the vacancies have arisen initiates the process through a Error Hyperlink reference not valid The concerned Department Head as well as the HR Head must approve the same The CEO must approve the request for any unbudgeted positions

Step 2 Using sources to generate a qualified pool of applicants Once the workforce requisition has been approved the HR Manager or team initiates the search Before starting the search for candidates externally one should look within the organisation for suitable candidates First look internally Organisations may decide to move people into open positions on the basis of their suitability ndash qualification experience amp supervisorrsquos recommendation Alternatively the job can be advertised internally through an Internal Job Posting (IJP) An IJP entails publicising the open job to employees ndash through the managers e‐mail communication meetings notice boards etc The employees would then apply for the job and would go through a selection process The job posting lists the job attributes and the eligibility criteria for applying to the position The merits of sourcing candidates internally are ‐




bull Internal candidates will have a better understanding of the organisation and the industry and would therefore take less time to settle down in the job The original philosophy and mission of the organisation is ingrained in them


bull Employee Morale will rise as they will see opportunities for job enhancement and growth Internal candidates who donrsquot get the job may get demotivated

bull Telling unsuccessful candidates why they were rejected and what remedial action they need to take is critical This needs to be done conscientiously and requires the managersrsquo and interviewersrsquo time

bull There could be a lot of candidates who apply for the position and interviewing all of them could be a time ndash consuming exercise

bull The person who moves into the new role may find it difficult to gain acceptance from a group of erstwhile peers

bull ldquoInbreedingrdquo is another potential drawback When a lot of managers come up through the ranks they may have a tendency to maintain status quo even when a new direction is required

Then look externally ‐ Sources of Recruitment It is not always possible to get all the employees from the current staff and a search for candidates has to be done externally There are various sources of hiring candidates from the external market



bull Campus



bull Walk‐ins










MBO Management by Objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization The term management by objectives was first popularized by Peter Drucker in his 1954 book The Practice of Management The essence of MBO is participative goal setting choosing course of actions and decision making An important part of the MBO is the measurement and the comparison of the employeersquos actual performance with the standards set Ideally when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them they are more likely to fulfill their responsibilities

360 Degree 360-degree feedback also known as multi-rater feedback multisource feedback or multisource assessment is feedback that comes from all around an employee 360 refers to the 360 degrees in a circle with an individual figuratively in the center of the circle Feedback is provided by subordinates peers and supervisors It also includes a self-assessment and in some cases feedback from external sources such as customers and suppliers or other interested stakeholders It may be contrasted with upward feedback where managers are given feedback by their direct reports or a traditional performance appraisal where the employees are most often reviewed only by their managers The results from 360-degree feedback are often used by the person receiving the feedback to plan training and development Results are also used by some organizations in making administrative decisions such as pay or promotion When this is the case the 360 assessment is for evaluation purposes and is sometimes called a 360-degree review However there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes or should be used for appraisal purposes as well (Waldman et al 1998) There is also controversy regarding whether 360-degree feedback improves employee performance and it has even been suggested that it may decrease shareholder value

Q6 Hawthorne study has played a critical role in human resource development Elucidate the Hawthorne study and explain its contribution to human relations movement

The studies where subjects had to go for long drives with no toilet breaks the results should be considered biased by the feedback compared to the manipulation studies He also argues that the rest periods involved possible learning effects and the fear that the workers had about the intent of the studies may have biased the results

Parsons defines the Hawthorne effect as the confounding that occurs if experimenters fail to realize how the consequences of subjects performance affect what subjects do [ie learning effects both permanent skill improvement and feedback-enabled adjustments to suit current goals] His key argument is that in the studies where workers dropped their finished goods down chutes the girls had access to the counters of their work rate

Its possible that the illumination experiments were explained by a longitudinal learning effect[citation needed] It is notable however that Parsons refuses to analyze the illumination experiments on the grounds that they havent been properly published and so he cant get at details whereas he had extensive personal communication with Roethlisberger and Dickson

But Mayo says it is to do with the fact that the workers felt better in the situation because of the sympathy and interest of the observers He does say that this experiment is about testing overall effect not testing factors separately He also discusses it not really as an experimenter effect but as a management effect how management can make workers perform differently because they feel differently A lot to do with feeling free not feeling supervised but more in control as a group The experimental manipulations were important in convincing the workers to feel this way that conditions were really different The experiment was repeated with similar effects on mica splitting workers[citation needed]

Richard E Clark and Timothy F Sugrue (1991 p333) in a review of educational research say that uncontrolled novelty effects cause on average 30 of a standard deviation (SD) rise (ie 50-63 score rise) which decays to small level after 8 weeks In more detail 50 of a SD for up to 4 weeks 30 of SD for 5ndash8 weeks and 20 of SD for gt 8 weeks (which is lt 1 of the variance)

A psychology professor at the University of Michigan Dr Richard Nisbett calls the Hawthorne effect a glorified anecdote Once youve got the anecdote he said you can throw away the data

Harry Braverman points out in Labor and Monopoly Capital that the Hawthorne tests were based on industrial psychology and were investigating whether workers performance could be predicted by pre-hire testing The Hawthorne study showed that the performance of workers had little relation to ability and in fact often bore an inverse relation to test scores Braverman argues that the studies really showed that the workplace was not a system of bureaucratic formal organization on the Weberian model nor a system of informal group relations as in the interpretation of Mayo and his followers but rather a system of power of class antagonisms This discovery was a blow to those hoping to apply the behavioral sciences to manipulate workers in the interest of management

The Hawthorne effect has been well established in the empirical literature beyond the original studies The output (dependent) variables were human work and the educational effects can be expected to be similar (but it is not so obvious that medical effects would be) The experiments stand as a warning about simple experiments on human participants viewed as if they were only material systems There is less certainty about the nature of the surprise factor other than it certainly depended on the mental states of the participants their knowledge beliefs etc

Research on the demand effect also suggests that people might take on pleasing the experimenter as a goal at least if it doesnt conflict with any other motive[14] but also improving their performance by improving their skill will be dependent on getting feedback on their performance and an experiment may give them this for the first time So you often wont see any Hawthorne effectmdashonly when it turns out that with the attention came either usable feedback or a change in motivation

Adair (1984) warns of gross factual inaccuracy in most secondary publications on Hawthorne effect and that many studies failed to find it He argues that it should be viewed as a variant of Ornes (1973) experimental demand effect So for Adair the issue is that an experimental effect depends on the participants interpretation of the situation that this is why manipulation checks are important in social sciences experiments So he thinks it is not awareness per se nor special attention per se but participants interpretation must be investigated in order to discover ifhow the experimental conditions interact with the participants goals This can affect whether participants believe something if they act on it or dont see it as in their interest etc


In a currently unpublished working paper economists John List and Steven Levitt claim that in the illumination experiments the variance in productivity is partly accounted for by other factors such as the weekly cycle of work or the seasonal temperature and so the original conclusions were overstated If so this confirms the analysis of SRG Joness 1992 article examining the relay experiments

Q1 It is assumed that high morale leads to high productivity Explain what morale is and how it is related to productivity

With rising redundancies and greater job insecurity among employees itrsquos no wonder that morale is low among many team members as they fear for the future of their current job Have you taken the time recently to consider how high the morale of your employees is You as a business owner or manager need to know how your employees are feeling at work emotionally and mentally Not knowing how your employees feel can have dire consequences

Wersquove already talked about the dramatic effect that low morale can have on your business in the ldquoGrowing vs Contracting in Harsh Economic Timesrdquo article Research shows a simple business formula behind morale and productivity that is low morale leads to low productivity and high morale leads to high productivity

The truth is that employees in many small businesses are required to carry out a much wider range of tasks and carrying a much heavier workload than their corporate counterparts due to the low ratio of staff in small business compared to larger firms If they leave the expense to business owners of re-hiring and re-training is a huge burden and contributes to a disproportionately large chunk in your balance sheet

One of the key strategies to recession-proof your business is to take leadership of your staff with vision and courage to get them excited about being at work





Encourage high performance with positive attitudes ndash optimism confidence happiness and hope







Employees need to feel that their ideas are listened to and acted upon to feel part of solving problems



If cost-cutting measures are necessary try to do them all at once rather than dragging it out bit by bit

Create a culture where employees see that their teams work is contributing to making others lives better rather than just a product or service

Reaffirm that the challenges are only temporary and create a planscenario for your employers where they can see a brighter future beyond cutbacks

When assessing the morale in your culture try not to confuse morale with people being happy According to the Harvard Business Review the definition of good morale is that peoplersquos emotions contribute to rather than subtract from the unit achieving its goals Many of the best examples of high morale come from situations of great unhappiness and stress - such as heroic actions in war etc

So use your current circumstance to rally the troops build a sense of camaraderie and strengthen your teamrsquos focus and dedication Good luck

Q2 ldquoCoxenrdquo is a medium size plastic manufacturing company In this Company workers have developed grievances against management For past 2 years in spite of making profit company is not paying bonus to workers It is expected that if the grievances are not dealt with it might lead to severe consequences Imagine this situation and explain the grievance handling procedure list each steps of the procedure Suggest few measures to avoid grievances

Maintaining quality of work life for its employees is an important concern for the any organisation The grievance handling procedure of the organisation can affect the harmonious environment of the organisation The grievances of the employees are related to the contract work rule or regulation policy or procedure health and safety regulation past practice changing the cultural norms unilaterally individual victimization wage bonus etc Here the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union Effective grievance handling is an essential part of cultivating good employee relations and running a fair successful and productive workplace Positive labor relations are two-way street both sides must give a little and try to work together Relationship building is key to successful labor relations

(i) An arrived employee shall first present his grievance verbally in person to the officer designated by the management for this purpose The response shall be given by the officer within 48 hours of the presentation of the complaint If the worker is not satisfied wit the decision of the officer or fails to receive the answer within 48 hours he will either in person or accompanied by is departmental head present his grievance to the head of the department

(ii) The head of the department shall give his answer within 3 days or if action cannot be taken within this period the reason for delay should be recorded If the worker is dissatisfied with the decision of the department all head he may request that his grievance be forwarded to the Grievance Committee

(iii) The Grievance committee shall make its recommendation to the manager within 7 days if the workers request If decision cannot be given within this period reason should be recorded Unanimous decision of the committee shall be implemented by the management If there is differences of opinion among the members of the committee the matter shall be refereed to the manager along with the views of the members and the relevant papers for final decision

(iv) In either case the final decision of the manger shall be communicated to the employee within three days from the receipt of the Grievance Committees recommendations

(v) If the worker is not satisfied even with the final decision of the manager he may have the right to appeal to the manager for revision In making this appeal he may take a union official with him to facilitate discussion with the management The management will communicate the decision within 7 days of workmans revision petition


(vii) Where a workers has taken a grievance for readdress under the grievance procedure the formal conciliation machinery shall not interview till all steps in the procedure have exhausted A grievance shall be presumed to assume the form of a dispute only when the final decision of top management is turned down by the worker


The management should take care of following aspects to develop a culture of trust and confidence upon the employees

1 Always ensure that the managers involved in the grievance handling procedures have a quiet place to meet with the complainant


3 Explain managers role the policy and the procedures clearly in the grievance handling procedure

4 Fully explaining the situation to the employee to eliminate any misunderstanding and promote better acceptance of the situation complained of


6 Do use a positive friendly ways to resolve the crisis than punitive steps which disturb the system





11 Be aware of the staff members potential concerns to the possible repercussions of raising a grievance


13 Do listen for the main point of arguments and any possible avenue to resolve the grievance



6 Reassure them that the managers will be acting impartially and that your hope is to resolve the matter if possible

17 Dont horse trade or swap one grievance for another (where the union wins one management wins one) Each case should be decided on its merits



20 Take all possible steps to ensure that no victimization occurs as a result of the grievance being raised

21 The investigator or decision maker acts impartially which means they must exclude themselves if there is any bias or conflict of interest

22 All parties are heard and those who have had complaints made against others are given an opportunity to respond

23 Try to look upon the problem on different angles for appropriate understanding

24 Ensuring that there is proper investigation of the facts and figures related the problem under concern


26 Ask the staff member their preferred resolution option although it is important to make it clear that this may not be a possible outcome

27 Be aware of the limits of authority of the person who involved in the grievance handling procedures

28 If the manager feels that heshe is not the appropriate person (senior manager) to deal with the issue refer the complainant to the appropriate person as soon as possible

29 Try to get a better idea of whether the alleged discrimination or harassment happened or didnt happen

30 Tell them exactly what they are supposed to have done to whom and explain why this may be seen as discriminationharassment or as inappropriate

31 Grievances are preferably to be settled informally at the level of the employees immediate supervisor



34 Follow documentation the procedures of all necessary steps taken to resolve the problemcomplaint


Succession planning is a process for identifying and developing internal personnel with the potential to fill key or critical organizational positions Succession planning ensures the availability of experienced and capable employees that are prepared to assume these roles as they become available

Succession planning accelerates the transition of qualified employees from individual contributors to managers and leaders Succession planning

Prepares current employees to undertake key roles








Provides more effective monitoring and tracking of employee proficiency levels and skill gaps Succession planning is a necessary part of an organisations ability to reduce risk create a proven leadership model smooth business continuity and improve staff morale

Q4 Think of a situation in which an employee is to be dismissed from the organization what will be the fair steps of dismissal followed by the organization

There are various reasons why your employer might dismiss you The law distinguishes between them depending on whether they are considered fair or unfair reasons for dismissal You have a right to have a written statement explaining why you have been dismissed Regardless of the reason for your dismissal your employer should act fairly in the procedure they follow If they donrsquot an employment tribunal can increase any award for unfair dismissal by up to 25

Your employer must have a good reason for dismissing you and has to show that the reason is genuine and justifies your dismissal The five potentially fair reasons for dismissing an employee are



Poor discipline


Theft or dishonesty

Your employer should follow a fair disciplinary procedure before dismissing you for misconduct

Your capability

This means that you canrsquot do your job properly (including because you donrsquot have the right qualifications) or arenrsquot performing to the required standard eg because

You havenrsquot been able to keep up with technological changes to your job eg introduction of computerised systems



Your employer should make sure yoursquore given adequate training to do your job If yoursquore performing poorly you should usually be warned that your work isnrsquot satisfactory and given a chance to improve before any action is taken

If you are persistently off sick (or long-term sick) your employer should normally look at any alternatives before deciding to dismiss you For example they might have to consider whether the job itself is making you sick and needs to be changed


Your employer would normally be expected to allow a reasonable amount of time for you to recover from your illness The actual amount will depend on things like


How certain it is that you will recover (with some illnesses like broken bones it is clear how long it will take but with something like stress it can be uncertain)



If you have a disability (which may include long-term illness) your employer has a legal duty to try to find a way round the problem by making reasonable adjustments to how andor where you work Dismissal because of a disability may be unlawful discrimination


Redundancy

This means therersquos no more or not enough work for you It might occur if




Your employer would be expected to select you fairly consider offering you alternative work and to consult you properly before making you redundant



Your employer can dismiss you if continuing to employ you would break the law ndash for example if yoursquore a driver and you lose your driving licence They would be expected to try and find other suitable work for you before choosing to dismiss you


The emphasis here is on lsquosubstantialrsquo- it applies to a situation where your employer has an overwhelming reason why you must be dismissed They would be expected to look at any alternatives before choosing to dismiss Reasons that have previously fallen into this category include

Imprisonment


If the business moves to another location or if itrsquos taken over and it isnrsquot possible to employ you because of economic technical or organisational reasons

Unreasonably refusing to accept a company reorganisation that changes your employment terms




Are pregnant



Exercise your rights under the National Minimum Wage Act









The term lsquoMinimum Wage Fixationrsquo implies the fixation of the rate or rates of minimum wages by a process or by invoking the authority of the State Minimum wage consists of a basic wage and an allowance linked to the cost of living index and is to be paid in cash though payment of wages fully in kind or partly in kind may be allowed in certain cases The statutory minimum wages has the force of law and it becomes obligatory on the part of the employers not to pay below the prescribed minimum wage to its employees The obligation of the employer to pay the said wage is absolute The process helps the employees in getting fair and reasonable wages more particularly in the unorganised sector and eliminates exploitation of labour to a large extent This ensures rapid growth and equitable distribution of the national income thereby ensuring sound development of the national economy

It has been the constant endeavour of the Government to ensure minimum rates of wages to the workers in the sweated industries and which has been sought to be achieved through the fixation of minimum wages which is to be the only solution to this problem


The appropriate Government may fix the minimum rates of wages payable to employees employed in an employment specified in Part - I or Part - II of the Schedule and in an employment subsequently added to the Schedule The Government may review the minimum rates of wages and revise the minimum rates at intervals not exceeding five years

The appropriate Government may fix separate minimum rates of wages for time rate and for piece rate Different wage rates may be fixed for different scheduled employments different classes of work in the same scheduled employment for adults adolescents children and apprentices and for different localities and for any one or more of the wage periods viz by the hour or by the day or by the month or by such larger wage period as may be prescribed


Charismatic Leadership The Charismatic Leader gathers followers through dint of personality and charm rather than any form of external power or authority It is interesting to watch a Charismatic Leader working the room as they move from person to person They pay much attention to the person they are talking to at any one moment making that person feel like they are for that time the most important person in the world Charismatic Leaders pay a great deal of attention in scanning and reading their environment and are good at picking up the moods and concerns of both individuals and larger audiences They then will hone their actions and words to suit the situation Charismatic Leaders use a wide range of methods to manage their image and if they are not naturally charismatic may practice assiduously at developing their skills They may engender trust through visible self-sacrifice and taking personal risks in the name of their beliefs

Participative Leadership A Participative Leader rather than taking autocratic decisions seeks to involve other people in the process possibly including subordinates peers superiors and other stakeholders Often however as it is within the managers whim to give or deny control to his or her subordinates most participative activity is within the immediate team The question of how much influence others are given thus may vary on the managers preferences and beliefs and a whole spectrum of participation is possible

Delegative Leadership Delegative Leadership also known as Laissez-Faire leadership works best in a group where members are highly qualified and motivated to make correct decisions in their area of expertise

Delegative leaders offer little to no guidance to the group and group members are free to make their own decisions This style should only be used when the leader has full confidence and trust in group members


playing simulation task forces workshops and so forth

Many problems exist in an organization but some problems cannot be solved by training

After a preliminary needs analysis which gives probable causes and solutions the results

should be verified with the concerned personnel of the organization to determine whether

training is an appropriate action to solve that problem

Curriculum Development This is the most important part in a training programme after a

need for training has been identified The curriculum specifies what will be taught and how it

will be taught It provides the framework and foundation of training The first phase of

curriculum development determines what will be taught that is the training content

Once training needs have been identified and training activities have been decided as part of

the solution a needs analysis should be done to determine knowledge skills and attitude

requirements and performance deficiencies The needs analysis procedure involves

breaking down the training problem into its basic parts in different successive phases to

identify and understand the important components in each phase Ultimately it leads to

identifying and understanding the training content The training needs analysis process can

be divided into three distinct analytical phases job analysis task analysis and knowledge

and skill-gap analysis

A Job analysis Job analysis is a method of determining major areas of tasks where training

may be needed (see JA Worksheet) It involves the dissecting of a job into its component

events or parts This analysis allows a trainer to better understand what an employee does

in an organization Job analysis involves the task identification of a particular job (Wentling

1992) The techniques used in task identification include job questionnaire interview

participant observation work sampling job audit and small-group discussion The following

steps may provide a guide for completion of job analysis

1 Identify the job that is to be the subject of the analysis This involves defining the focal

point for the job analysis It may include the entire job of a group of employees or only a

specific segment of their job SIKKIM MANIPAL UNIVERSITY DISTANCE EDUCATION

2






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21





























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20
















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21





























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21





























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20
















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21





























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21





























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bull Campus



bull Walk‐ins















































































































Poor discipline


Theft or dishonesty


Your capability















Redundancy











Imprisonment







Are pregnant






















MB0043

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Transcript of MB0043