MB0043 Solved Fall Drive Assignment 2011

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Q1.Trace out the growth of Human Resource Management inIndia.Development of Human ResourcesExpanding the supply of highly skilled and knowledge manpower tosupport the development of a knowledge based economy through the

expansion of education and training. The education system will bereoriented to enable students to acquire a higher level of explicitknowledge as well as thinking and entrepreneurial skills.Increasing the accessibility to quality education and training to enhanceincome generation capabilities and quality of life. Accessibility toeducation will be increased through the construction of centralizedschools in remote areas as well as provision of adequate facilities,infrastructure and trained teachers.Improving the quality of education and training delivery system to ensurethat manpower supply is in line with technological change and marketdemand. The schools curriculum will be reviewed to generate creativity

and independent learning among students as well as incorporate newaspects of knowledge and technology and more innovative teachingmethods.Promoting lifelong learning to enhance employability and productivity of the labour force. Employers will be encouraged to promote lifelonglearning through training and retraining to equip workers with new skillsand knowledge.Optimizing the utilization of local labour. Efforts will be made to increaseparticipation rate of women in the labour force by setting up facilities suchas kindergartens and ensuring better access to training opportunities.

Efforts will also be made to reduce dependence on foreign workers.Increasing the supply of S&T manpower. The capacity of S&T educationand training programmes will be expanded and enrolment increased toachieve the 60:40 ratio of Science to Arts students in order to create acritical mass of S&T personnel.Accelerating the implementation of the Productivity-Linked Wage System(PLCS). hence hrd has gained importance at present time.

Q2. What are the factors that impact recruitment in organizations? The influence of the various factors, as described above, be modifiedthrough goal directed recruitment efforts and career guidance?

Recruitment efforts of various kinds have been launched by ministries,educational authorities, individual institutions, business and organisationsin a number of countries. The various initiatives may be sorted along acontinuum from (on one end of the scale) those that aim to recruit morestudents to existing programs, to (on the other end of the scale) thosethat involve changing the contents, contexts and teaching/learningapproaches in order to attract more students in general and women inparticular.

Q3.State the major career development activities found in organizations. Today, HR managers participate in developing business strategies andensure that human resource dimensions are considered. For instance, theHR manager for manufacturing has HR responsibilities for 600 employees.



In that role she contributes to workflow, production, scheduling, and othermanufacturing decisions. It also means that she is more accessible to andhas more credibility with manufacturing workers, most of whom are hourlyworkers. Making the transition in HR management required going fromseven to three levels of management, greatly expanding the use of cross-functional work teams, and significantly increasing training. To ease

employee and managerial anxieties about the changes, GE Fanucpromised that no employees would lose their jobs. Managers andsupervisors affected by the elimination of levels were offered promotions,transfers to other jobs in GE Fanuc, or early retirement buyouts.Additionally, employees were promised profit sharing, which has resultedin up to three weeks additional pay in profit sharing bonuses in someyears. The test of the change is in the results. GE Fanuc’s revenue is upalmost 18%. Over 40 work teams meet regularly to discuss work goals,track their performance against established measures, and discussproblems and issues. Employee turnover is also extremely low in mostareas. Transitions in HR management are also paying off in the Bank of

Montreal, based in Montreal, Quebec. Emphasizing human resources hasinvolved 35,000 employees in organizational success. This recognitionmeant focusing greater attention on the talents of diverse employeesworking at the bank. Specific efforts were made to expand opportunitiesfor women employees, who composed about three-fourths of the bank’sworkers. As a result, several years later about one-fourth of all managersand executives are women. Similar attention also was focused on otherdiverse groups of employees. So that all employees were givenopportunities tog row and learn, the Bank of Montreal’s Institute of Learning was established at a cost exceeding $50 million. The goal of

providing five days of training and education to every employee each yearhas been met for several years. To focus on performance, eachdepartment and every employee have performance targets and measureson such factors as customer service, return on equity, and profitability. Yearly, the scores from all measures are computed as indices, and thencompiled into one figure to measure overall bank performance. Executivesbelieve that their emphasis on HR activities has contributed significantlyto the Bank of Montreal’s achieving period profits for seven years in a row.In summary, it is evident that the transition of HR management at GEFanuc and at Bank of Montreal has enhanced organizationalcompetitiveness and success.

Q4. What are the major problems faced in benefits management?One of the most vexing problems faced by modern human resourcemanagement is how to assure that the employees of the organization arebeing compensated appropriately for their contributions. One critical partof that determination, of course, is whether their “pay” is the correctamount within the context of affordability, equity, and market conditions.Affordability and equity are generally (not always, but usually) internalorganizational issues that management can rely on internal data andinformation to analyze and manage. Determining market conditions,however, has always been difficult. Over the past century themethodologies, practices, and science of arriving at market payinformation and intelligence has evolved from chamber of commerce and



industry and professional association information sharing to sophisticatedsurvey design, implementation, and analysis. While simple arithmeticmight have been sufficient in 1950, advanced mathematics, and statisticalanalyses are required today.Q5. Assume yourself as an HR Manager of a publishing house. You findthat the morale of the employees is generally low. What steps would you

take to improve employee morale? The three stage approach to lift morale

Stage 1 - Listen Get feedback and ideas.Stage 2 - Communicate with solutions to business issues and employeeconcerns.Stage 3 - Recognize business and employee accomplishments andsuccesses.Strage 1: Listen to employeesRelationships between the organization and employees are fracturedfollowing a period of upheaval. And this situation won’t improve on its

own. Companies must take a proactive approach, beginning with listeningto employees and getting their concerns out into the open. Leaders mustacknowledge employee issues and be motivated to make improvements.Of vital importance is publicizing that employee feedback is encouragedand necessary and that the organization values their ideas. Decide themessages behind the listening activities deployed, and use themconsistently, for example:We know staff morale is low and want your help.We need to save money and are looking for ideas on how to best achievethat.

We want to add to our top line and need your feedback on opportunitiesto look at.Leaders should be visible, approachable and well-briefed, so that they canfield employee questions. Interaction should be face-to-face wheneverpossible. Key messages should also be developed and be used as part of regular, ongoing communication activities.Managers need to believe in and support all listening activities. Theyshould be briefed on the rationale and approach for these activities beforethey meet with employees, and asked for their ideas on how listeningactivities should be implemented.Leaders should be visible, approachable and well briefed, so they can field

questions.Listening activitiesEmployee survey - This can encompass routinely scheduled companysurveys or those designed expressly to communicate change.Employee discussion/focus groups - Include as many employees aspossible. Managers with the right people skills (listening, questioning, forexample) can be trained to run these groups.Management discussion groups - Led by a facilitator, these sessions aredesigned specifically as management briefings. Managers are guidedthrough a process that will enable them to run employee discussiongroups and to get feedback on specific topics. (This approach works bestwith cost saving or similar topics, rather than morale and trust issues.)



Stage 2: Communicate your solutions to business issues and employeeconcerns

The next stage is communication. The listening activities should havecreated lots of ideas and feedback. In this stage, it's important to build ashared understanding of your company’s future, including substantive

solutions to business issues and progress being made.Build a shared understanding of your company’s future, includingsolutions to business issues and progress being made.Who does what in stage 2?Company leaders focus on addressing concerns expressed by employeesin the listening stage and briefing managers on issues. The purpose is tocreate a shared understanding of the challenges and solutions facing theorganization.Managers undertake specific efforts to communicate these outputs. Theymust create opportunities for dialogue and discussion, which leads tohigher levels of employee engagement. Managers should also assure

employees that they can expect honest and timely information. Theyshould show their willingness to discuss anything on employees’ mindsand help employees feel comfortable asking questions and sharingsolutions.Employee advisory work groups should be set up to address a number of challenges most critical to the organization. Because this program thriveson momentum, these groups should have clear objectives and a limitedshelf life. Potential activities must be honed down to focus only on theirmost important issues. A kick-off meeting can define the team’s scope,role and timescales. Work groups should also encourage leaders to

communicate progress through all communication channels.Communication activitiesPublic forums - Communication should take place in person through TownHall and team meetings, site visits and brown bag lunches. Gossip iscurtailed if managers become more transparent with performance data,such as sales figures and customer information. A highly visible andapproachable leadership team shows that senior management caresabout its workers. This alone serves to foster a more positive employeework environment.One-on-One dialogues - Discussions between managers and direct reportsenhance personal communication and increase trust.

Electronic media - Emails, web casts and other means of rapidly reachingout across boundaries should be employed to reinforce messages andspeed the flow of information.Stage 3: Recognize business and employee accomplishments andsuccessesFocusing on quick wins and success stories and recognizing employeeaccomplishments will help keep morale as high as possible. No one isimmune from becoming despondent and unproductive when they work ina doom and gloom environment. Negativity is often exacerbated outsidethe workplace by personal issues and a constant onslaught of negativenews stories.Focusing on quick wins and success stories and recognizing employeeaccomplishments will help keep morale as high as possible.



Leaders and managers seek out successes and recognize and thankemployees for their contributions to the company and/or team initiatives.Every effort should be made to point out quick wins, for example, aproject deadline met, a new order placed, or success in a key objective.Recognition activitiesFormal initiatives - include established companywide recognition

programs as well as rewards such as small bonuses and plaques.Informal gestures - include such things as a warm "thank you" for a jobwell done, or a congratulatory email or hand-written note.Public recognition - includes acknowledging an employee or work group’scontributions in a meeting with their peers, or in company publications.Being recognized publicly often has the added bonus of encouraging andmotivating peers to strive for similar successes.

Q6. Explain the general procedures followed in the case of a disciplinaryaction.Keys to handling disciplinary issues in the workplace

Establish the facts of each caseIt is important to carry out necessary investigations of potentialdisciplinary matters without unreasonable delay to establish the facts of the case. In some cases this will require the holding of an investigatorymeeting with the employee before proceeding to any disciplinary hearing.In others, the investigatory stage will be the collation of evidence by theemployer for use at any disciplinary hearing.In misconduct cases, where practicable, different people should carry outthe investigation and disciplinary hearing.If there is an investigatory meeting this should not by itself result in any

disciplinary action. Although there is no statutory right for an employee tobe accompanied at a formal investigatory meeting, such a right may beallowed under an employer’s own procedure.In cases where a period of suspension with pay is considered necessary,this period should be as brief as possible, should be kept under review andit should be made clear that this suspension is not considered adisciplinary action. Inform the employee of the problemIf it is decided that there is a disciplinary case to answer, the employeeshould be notified of this in writing. This notification should containsufficient information about the alleged misconduct or poor performanceand its possible consequences to enable the employee to prepare to

answer the case at a disciplinary meeting. It would normally beappropriate to provide copies of any written evidence, which may includeany witness statements, with the notification. The notification should also give details of the time and venue for thedisciplinary meeting and advise the employee of their right to beaccompanied at the meeting.Hold a meeting with the employee to discuss the problem The meeting should be held without unreasonable delay whilst allowingthe employee reasonable time to prepare their case. Employers andemployees (and their companions) should make every effort to attend themeeting. At the meeting the employer should explain the complaintagainst the employee and go through the evidence that has beengathered. The employee should be allowed to set out their case and



answer any allegations that have been made. The employee should alsobe given a reasonable opportunity to ask questions, present evidence andcall relevant witnesses. They should also be given an opportunity to raisepoints about any information provided by witnesses. Where an employeror employee intends to call relevant witnesses they should give advancenotice that they intend to do this.

Allow the employee to be accompanied at the meetingWorkers have a statutory right to be accompanied by a companion wherethe disciplinary meeting could result in:• A formal warning being issued; or• The taking of some other disciplinary action; or• The confirmation of a warning or some other disciplinary action(appeal hearings). The chosen companion may be a fellow worker, a trade unionrepresentative, or an official employed by a trade union. A trade unionrepresentative who is not an employed official must have been certifiedby their union as being competent to accompany a worker.

To exercise the statutory right to be accompanied workers must make areasonable request. What is reasonable will depend on the circumstancesof each individual case. However, it would not normally be reasonable forworkers to insist on being accompanied by a companion whose presencewould not prejudice the hearing nor would it be reasonable for a worker toask to be accompanied by a companion from a remote geographicallocation if someone suitable and willing was available on site.The companion should be allowed to address the hearing to put and sumup the worker’s case, respond on behalf of the worker to any viewsexpressed at the meeting and confer with the worker during the hearing.

The companion does not, however, have the right to answer questions onthe worker’s behalf, address the hearing if the worker does not wish it orprevent the employer from explaining their case.Decide on appropriate actionAfter the meeting decide whether or not disciplinary or any other action is justified and inform the employee accordingly in writing. Wheremisconduct is confirmed or the employee is found to be performingunsatisfactorily it is usual to give the employee a written warning. Afurther act of misconduct or failure to improve performance within a setperiod would normally result in a final written warning. If an employee’sfirst misconduct or unsatisfactory performance is sufficiently serious, it

may be appropriate to move directly to a final written warning. This mightoccur where the employee’s actions have had, or are liable to have, aserious or harmful impact on the organisation.A first or final written warning should set out the nature of the misconductor poor performance and the change in behaviour or improvement inperformance required (with timescale). The employee should be told howlong the warning will remain current. The employee should be informed of the consequences of further misconduct, or failure to improveperformance, within the set period following a final warning. For instancethat it may result in dismissal or some other contractual penalty such asdemotion or loss of seniority.A decision to dismiss should only be taken by a manager who has theauthority to do so. The employee should be informed as soon as possible



of the reasons for the dismissal, the date on which the employmentcontract will end, the appropriate period of notice and their right of appeal.Some acts, termed gross misconduct, are so serious in themselves orhave such serious consequences that they may call for dismissal withoutnotice for a first offence. But a fair disciplinary process should always be

followed, before dismissing for gross misconduct.Disciplinary rules should give examples of acts which the employerregards as acts of gross misconduct. These may vary according to thenature of the organisation and what it does, but might include things suchas theft or fraud, physical violence, gross negligence or seriousinsubordination.Where an employee is persistently unable or unwilling to attend adisciplinary meeting without good cause the employer should make adecision on the evidence available. Provide employees with anopportunity to appealWhere an employee feels that disciplinary action taken against them is

wrong or unjust they should appeal against the decision. Appeals shouldbe heard without unreasonable delay and ideally at an agreed time andplace. Employees should let employers know the grounds for their appealin writing. The appeal should be dealt with impartially and wherever possible, by amanager who has not previously been involved in the case.Workers have a statutory right to be accompanied at appeal hearings.Employees should be informed in writing of the results of the appealhearing as soon as possible.Special cases

Where disciplinary action is being considered against an employee who isa trade union representative the normal disciplinary procedure should befollowed. Depending on the circumstances, however, it is advisable todiscuss the matter at an early stage with an official employed by theunion, after obtaining the employee’s agreement.If an employee is charged with, or convicted of a criminal offence this isnot normally in itself reason for disciplinary action. Consideration needs tobe given to what effect the charge or conviction has on the employee’ssuitability to do the job and their relationship with their employer, workcolleagues and customers

MB0043 Solved Fall Drive Assignment 2011

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