COUNTING APPLES IN A SEED...……Exploring Human Potential

7/30/2019 COUNTING APPLES IN A SEED...Exploring Human Potential

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COUNTING APPLES IN A SEED

Exploring Human Potential

THESIS

Submitted to CMJ University forthe award of Degree of Doctorate of Philosophy

in the faculty of

MANAGEMENT

Under the Guidance of: Submitted by:Dr. R C BHATIA ARUN KUMAR JAIN

email: [email protected]. 80187710103309

CMJ UNIVERSITY

SHILLONG

MEGHALAYA (India)
mailto:[email protected]:[email protected]


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DECLARATION

I hereby declare that this submission is my own work and that, to the best of

my knowledge and belief, it contains no material previously published or

written by another person nor material which has been accepted for the

award of any other degree or diploma of the university or other institute of

higher learning, except where due acknowledgment has been made in the

text.

(Arun Kumar Jain)

Reg. No: 80187710103309


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CERTIFICATE

This is to certify that the thesis entitledCounting Apples in a SeedExploring human potentialSubmitted by Sri Arun Kumar Jain (Regn no:

80187710103309) to the CMJ University , Shillong, Meghalaya, towards

partial fulfillment of the requirements for the award of the Degree of

Doctorate of Philosophy in Management is a bona fide record of the work

carried out by him under my supervision and guidance.

(Dr. R C BHATIA)


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ACKNOWLEDGEMENT

The gratitude I owe to my guide Dr. R C Bhatia is without end. Without

your kind guidance and un-tired motivation, not worthy to my untutored

lines, the thesis would have been incomplete. What so ever I could do, is the

result of your encouraging advices and guidance? I thankfully acknowledge

them with grateful heart.

I am also indebted to Shri Gagandeep Khillan, Sr. Management Faculty,

Vision Institute of Advance Studies, New Delhi for his valuable assistance

and generosity of guidance time to time.

My heartiest thanks to Shri S K Pandey and Shri Rajiv Khatri for their

valuable co-operation without them I would have found it quite difficult to

complete the thesis.

I express my gratitude to Corporate HRD depts. of JK Organization, New

Delhi who were really a motivating factor all along. The profusion of

gratitude to my colleague and friends is so overwhelming that I fail to record

them. Nevertheless, in effort to thank them, if words would suffice, I bow

my head in gratitude.

At last, but not the least, I extend my sincere thanks to my beloved wife

RENU JAIN and am highly indebted for her continuous and continual

encouragement even at the cost of her own comforts at times.

ARUN KUMAR JAIN


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CONCEPT OF THE THESIS

It is easy for anybody to count number of seeds in an apple but can

anyone count number of apples in a seed. It needs great amount of nurturing

and care to get Apples out a seed. Every seed has great potential to grow

into a tree and produce large number of apples. This message is not just

about the fruit, it equally applies to human being as a whole. In the growing

time with sky scraping industries, roaring competition, countless educational

degrees and roaring amount of money, do we ever think that a person is

really portraying his full value? A person has a lot more potential that what

he appears to be. A survey reveals that hardly 10% of the potential of a

human being is actually utilized. If proper atmosphere is provided a man can

do wonder.

We can easily tell our class rank, our grade point average, our win/loss

record, our salary, our job history, our achievements and failures etc. Thats

our past. Can we evaluate and explore our future potentials.

The truth of the matter isHUMAN POTENTIAL IS LIMITLESS!

Every one of us has unlimited number of apples inside. All we are to do is to

bring out our inherent talentsBut one can always interfere with the

process. One could limit his unlimited potential to focus on counting seeds.

For example, dont believe those seed counters who tell us things like,

well never make it, or, we wont be able to compete at the next level, or

we dont have what it takes. Their harsh evaluations are solely based on

what was not on what could be. If one believes such notions, he will put a

ceiling on his unlimited potential.


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OUR PAST IS NOT OUR POTENTIAL. AT ANY MOMENT WE

CAN CHOOSE TO LIBERATE THE FUTURE.

What would happen if someone drives the car by looking only in the

rear-view mirror? It will result creating mare accidents.

Our focus should be on future. We should not focus on our past we should

focus on our potential. When we change from focusing on counting seeds to

focusing on counting apples our perspective will change from limited to

limitlessness.

A study of this kind would highlight the dimensions, which can be

manipulated to upgrade the human potential. The basic job of management

of any business is the effective utilization of available human, technological,

financial, and physical resources for the achievement of the business

objectives. The human resources can play an important role in the realization

of the objectives. If the human resources are not properly motivated, the

management will not be able to accomplish the desired results. Therefore,

human resources should be managed with utmost care to inspire, encourage

and impel them contribute their maximum for the achievement if the

business objectives.


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CONTENTS..

INTRODUCTION. 11

1. CHAPTER THE HR THEORY.....13

1.1 HR THEORY

1.2 CHALLENGING HR "THE WORKERS VERDICT"

1.3 TRAINING AND DEVELOPMENT

1.4 HR AS THE LAST COMPETITIVE ADVANTAGE

1.5 PERFORMANCE MANAGEMENT

1.6 APPRAISALS

1.7 MOTIVATION

1.8 STRATEGIC HR

1.9 CULTURE

1.10 DIVERSITY

2. CHAPTER HISTORY OF HRM..29

2.1 HISTORY OF H R M2.2 HUMAN RELATIONS APPROACH

2.3 FUTURE OF HRM

3. CHAPTER PERFORMANCE APPRAISAL..40

3.1 METHODS OF PERFORMANCE APPRAISAL

3.2 INCENTIVES AND INCETIVES PLANS

3.3 WORKERS PARTICIPATION IN MANAGEMENT

3.4 GRIEVANCE

4. CHAPTER ABSENTEEISM & LABOUR TURNOVERS60

4.1 REASONS OF ABSENTEEISM IN INDIAN ORGANIZATION

4.2 LABOUR TURNOVER, AND ITS CAUSES

4.3 LABOUR WELFARE


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4.4 INDUSTRIAL RELATIONS

4.5 TRADE UNIONS, MERITS AND DEMERITS OF HAVING TRADE

UNION

4.6 COLLECTIVE BARGAIN

5. CHAPTER JOB SATISFACTIONS..76

5.1 EMPLOYEE SATISFACTION SURVEY

5.2 VARIOUS FACTORS AFFECTING THE JOB SATISFACTION

LEVEL

5.3 IMPORTANCE AND BENEFITS OF SATISFACTION STUDY

5.4 JOB ENRICHMENT AND ITS BENEFITS AND

LIMITATIONS

5.5 PROBLEMS IN IMPLEMENTING THE QUALITY OF

WORKING LIFE

5.6 JOB SATISFACTION SURVEY GRAPH

6. CHAPTER DEVELOP SKILL IN THE HUMAN BEING..89

6.1 PROBLEMS IN MOTIVATION

6.2 INSTINCT THEORY OF MOTIVATION

6.3 EMPLOYEE MOTIVATION

6.4 MOTIVATE STAFF TO CONTINUE DEVELOPING THEIR

SKILLS

6.5 ROLE OF MORALE IN MOTIVATION

6.6 SUPPORT PERFORMANCE DEVELOPMENT

6.7 LOW COMMITMENT INHIBITS EMPLOYEE DEVELOPMENT


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6.8 RESPONSIBILITY FOR HUMAN RESOURCE MANAGEMENT

7. CHAPTER GUIDELINES TO ENHANCE THE POTENTIALITY...113

7.1 PHASES OF PERFORMANCE MANAGEMENT

7.2 STANDARD PERFORMANCE MEASURES

7.3 REWARDING PERFORMANCE WITH PAY

8. CHAPTER UNDERSTAND THE NATURE OF EMPLOYEES

MINIMIZE THE ERROS....131

8.1 FIVE NEGOTIATION SKILLS LEARNING INCENTIVES

9. CHAPTER DEVELOP THE POTENTIAL OF EMPLOYEES BY

USING THEIR POSITIVE POWER......140

9.1 EMPLOYEE ENGAGEMENT A TOOL TO IMPROVE

PRODUCTIVITY

9.2 MEASURING THE IMPACT OF EMPLOYEE ENGAGEMENT

9.3 BENEFITS OF ENGAGED EMPLOYEES TO THE

ORGANIZATION

9.4 STRATEGIES TO IMPROVE EMPLOYEE ENGAGEMENT

9.5 SPECIAL BENEFITS (3S BENEFITS)

9.6 CONCLUSION

10. CHAPTER SYSTEMS TO CROP THE POSITIVE ENERGY...166

10.1 BARRIERS TO SUCCESS AND TO CREATING AN

ACCOUNTABILITY CULTURE

10.2 LESSONS FROM MARKETING AND SOCIAL NETWORKING

11. CHAPTER MOTIVATION TECHNIQUES.180

11.1 EMPLOYEE MOTIVATION TECHNIQUES

11.2 THEORY X AND THEORY Y

11.3 CONCLUSION

11.4 THEORY Z


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11.5 JOB CHARACTERISTICS MODEL

11.6 INTRODUCTION OF THE CASE STUDY

RESEARCH METHODOLOGY..210 CONCLUSION....216 BIBLIOGRAPHY ...223


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Introduction

The idea here is to adopt a holistic perspective towards HRM that ensures

that there are no piecemeal strategies and the HRM policy enmeshes itself

fully with those of the organizational goals. For instance, if the training

needs of the employees are simply met with perfunctory trainings on

omnibus topics, the firm stands to lose not only from the time that the

employees spend in training but also a loss of direction. Human Resource

Management is a management function that helps organizations to recruit,

select, train, and develops members in an organization. Only human resource

management is obviously one function which is concerned with peoples

dimension in organization. All major activities in the working life of an

employee, that is from the time of employees entry into the organization to

the time employees leaves the organizational the activities come under the

purview of human resource management. The activities are human resource

management are human resource planning, job analysis, job design,

recruitment, selection, orientation and placement, training and development,

performance appraisal and job evaluation, employee and executive

remuneration, motivation and communication, welfare, safety and health,

industrial relations

Hence, the organization that takes its HRM policies seriously will ensure

that training is based on focused and topical methods. A dissertation on

Human Resources Management (HRM) can encompass a wide range of

topics, therefore it is vital to start wide and then focus in on a specific

subject area. This can either be presented as a case study approach, which

will compare an actual organization (or organizations) to the literature on the

subject, or as study of the contemporary research. The case study approach

adds depth to the paper, introducing real life scenarios and how


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organizations identify and react to them. The following are only suggestions

of topics within the Human Resources (HR) umbrella and can be adapted to

meet individual needs and preferences for a Human Resources Management

(HRM) dissertation. In conclusion, the practice of HRM needs to be

integrated with the overall strategy to ensure effective use of people and

provide better returns to the organizations in terms of ROI (Return on

Investment) for every rupee or dollar spent on them. Unless the HRM

practice is designed in this way, the firms stand to lose from not utilizing

people fully. And this does not bode well for the success of the organization.


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CHAPTER 1THE HR THEORY


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1.1 HR Theory

There are fundamental differences in the approach to Human Resources

(HR), for example the 'hard' and `soft' versions of Human Resources

Management (HRM). The 'hard' version places little emphasis on workers'

concerns and, therefore, within its concept, any judgments of the

effectiveness of Human Resources Management would be based on business

performance criteria only. In contrast, 'soft' Human Resources Management,

while also having business performance as its primary concern, would be

more likely to advocate a parallel concern for workers' outcomes. These

models of Human Resource theory, will give explanation for the increase in

this management practice. It has been defined as "mutual goals, mutual

influence, mutual respect, mutual rewards and mutual responsibility". The

'psychological contract' under this unitarist, high commitment model is one

of mutuality, but it is a mutuality strictly bounded by the need to operate

within an essentially unitary framework. The following are some

suggestions within the area of Human Resources (HR) Theory that you

could base your human resources management dissertation on.

Comparison of models HR in practice, a modern study Can HR provide all the answers to people issues The dark side of HR Trade unions' place in the organization HR behind closed doors Can line a manager execute HR policies, or does it dilute the

practice?

HR as a shared service


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HR and control practices Taylorism versus HR

1.2 Challenging HR "The Workers Verdict"

This was a very compelling and powerful article published in 1999 by D

Guest in the Human Resources Management journal. A good dissertation

topic would be to re-visit this article and then compare this to employee's

current opinion of the intervention. This article claimed Human Resources

was another management tool to control the workforce, and in the wrong

hands would bring back control and command management practices. It

questioned the ability of management to acquire the soft skills needed to

implement Human Resources in its purist form. This article is one of the

most damming written on the HR practice, therefore a good paper could

either conclude after nearly ten years of practice since, practitioners are

delivering value for all or the workers verdict of the practice is still negative.

With all the sections there are numerous areas that can be reviewed. I have

discussed one area and then added suggestions on how to focus the research.

For an individual dissertation paper any controversial or contentious article

can be used as a framework to explore the theory within. This can be tested

against individual's feelings, experiences and beliefs. Challenging HR is a

subject close to many workers hearts and would make for a compelling

human resources management dissertation.

Theory in action (an example and study of the theory in practice). Is the Human Resource valued? Can the HR function always drive change? Outsourcing (can the gate keeper of culture be outsourced?) Outsourcing, what do we do now?


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Does training and development really impact on the bottom line? What skills are needed for today's turbulent climate? Who trains the trainers? Is training a Panacea? Soft skills, which needs them? Training on a budget. Where now, post disaster survival? Soft versus hard skills. Can poor selection processes be remedied through training and

development?

1.4 HR as the last competitive advantage

This could be based on simply "If you snooze you lose".This is a strange

statement for Human Resources, but there is so much written in

contemporary literature that preaches that Human Resource is the final

competitive edge for organizations; therefore those that have not introduced

this practice are at a disadvantage. This paper could compare two

organizations, for example one operating a best practice HR policy and the

other with little or no HR policies. This would identify what added value

there is in best practice Human Resources, and if this adds the same value to

all organizations. The organizations for the study would need to be in similar

markets and employ the same number of employees.

Change is endemic, and the Human Resources department should be a

forefront of change, driving it though the organization. Suggested topics

within this area for your human resources management dissertation could

include:


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If you snooze you lose. Keeping up with change, how do organizations cope with change? HR replaced personnel, what can replace HR? Value, how do you assess the HR value? Why bother, I will catch the next fad. A study on an organization to advise them of their options. A study of change in an organization. Change for change sake (is new always best?). Benefits of HR.

Human Resource Management: Modern organizational setting is

characterized by constant relating to the environment forces and human

resources. Environmental factors are abated to economic, political and

social patterns in which organizations exist. Human resource 1ictor

includes changes in affecting employment relationships. Management of

human resources known as human resource management or personnel

management. It is the part of management process which deals with the

management is concerned with human problems of an organization that

individuals can make their maximum contribution to accomplishment of

common goals aid at the same time attain social satisfaction. The

concept of strategic human resource is fast becoming a reality and the

role of human resources in management gaining sustained competitive

advantage has been proved empirically by numerous studies.

The service sector's contribution to the country's GDP has been steadily

increasing and has reached more the fifty percent. The service sector

and more so the information technology sector is heavily people driven

and hence requires proper management of its human resources. The


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present study in this regard attempts to understand the dynamics of

human resource management and the role of human resource function in

the IT / ITES organizations.

The results of the study show that the current levels of services provided

by the HR department were found to be of a moderate level. Only one

organization out of the total organizations showed a high level of

service quality. Although many Indian organizations have been certified

at the highest level i.e. SEI CMM level 5, the quality of services

provided by these organizations is of moderate quality. However in

absence of comparative data regarding the quality of services in other

service sectors or in the manufacturing sector, it is difficult to comment

about the relative quality of services in these organizations. A

comparative study of the relationship between HRM practice and

strategy in the service (Banking and financial services) and

manufacturing (electronics / electrical, textile, food and plastics) in

Malaysia was conducted by Othman and Ismail (1996). The study didnot find that service firms exhibited stronger fit between HRM practice

and strategy. Personnel function is concerned with the procurement

development, compensation, integration and maintenance of the

personnel of an organization toward the accomplishment of

organizations major goals and policies. Personnel management is that

phase of management which deals with the effective control aid use of

man power as distinguished from other scenes of power.

Nature/Feature and characteristics, of Human Resource

Management/Personnel management:

It is a continuous function. It cannot be turned on and off like waterfrom a fact. It cannot be practiced only one hour each day or one day a


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1.5 Performance Management

Reward systems that are implemented under the umbrella of Human

Resources are frequently a tool used to raise commitment, competence and

equivalence, and these instruments are extremely cost effective when

executed correctly. Today the individualism of contract gives employees

more control on their reward. At the basic level this can motivate, and at the

higher level can introduce self-esteem and self worth. Performance reward

or incentive pay is a tool that can be used to set targets and then reward

when theses targets are met. Performance management consists of a cycle,

consisting of five parts.

Setting of performance objectives Measuring the outcomes Feedback of results Reward linked to the outcomes and Amendments to objectives and activities.

There are many companies that use performance management strategies, and

use them in different ways, giving you different topics to research and

companies to compare and contrast. Some ideas are listed below.

Is performance management effective? Can skills be increased through performance management? Is it possible to manage all? Can wages be capped through performance management? Do individuals have control over their reward? Up skilling. Reviewing and reacting on results.


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1.6 Appraisals

A topic area could be the subjectivity of the appraiser. Performance

management is widely used to assess employees' capabilities and to set

targets for the next year. The main contentious issues with performance

management are the appraisals; they are conducted with the subjectivity of

the appraiser, who will often enter the appraisal interview with pre-

conceived conclusions of both the appraisee and the interview. The gravity

of this is immense as it forms the foundations of performance management.

If they are not conducted fairly, there are no beneficial outcomes to either

the appraisee" or the organization.

A paper on the "Subjectivity of the Appraiser" could be based on the

theory from psychology and management practice, and reviews methods and

techniques to reduce bias from the appraisal interview. If you are interested

on basing your human resources management dissertation on appraisals,

there are some suggested dissertation topics below.

Can subjectivity be removed? Halo, what Halo? Was that fair? A comparison. Can I have a pay rise? Are they honest? 360 degree appraisals. Public sector appraisals and the spinal pay reward.

1.7 Motivation

In theory a motivated worker is a productive worker. Contained within the

function of all organizations are numerous individual interrelated


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1.8 Strategic HR

There has been a significant rise in the interest of strategic Human

Resource Management in the past decade. These contemporary theories

on strategic Human Resource Management introduce different levels of

integration within organizations. Although there are various differences

in models, most commentators agree that Strategic Human Resource

Management increases the organizations value.

With the global economy and the increase in competition this brings, the

human resource is viewed as the last competitive edge. It is how this

resource is managed and the value that is place on it, that makes a difference

between organizations. When the organizational strategy has not considered

the implications to the human resource i.e. are there enough trained

employees nor do we need to employ more, the strategy runs a high risk of

failure. Therefore it is vital to align the human resource with the

organizations strategy. A human resources management dissertation on

strategic HR lends some interesting topics for you to discuss.

Does HR sit and fit on the board? Future planning or fire fighting? Reactive or proactive? Future planning or justifying role? Can HR be strategic? SHRM, another new fad? HR driving the organization. Operations or planning the HR function?


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1.9 Culture

The underlying assumption is the way "things get done" in the organization

and that individuals know how to behave. When an assumption is broken, it

is questioned by members of the organization. This helps to maintain the

culture (Phelan 2005). The culture is significant and important to an

organization and its members. For the individual and group member, culture

is the "social glue that helps hold the organization together by providing

appropriate standards for what employees should say and do". Consequently,

the culture will reduce an employee's uncertainty and anxiety about expected

behaviour. This behavior is individual to the organization, and is difficult to

transfer. The organizations culture differentiates it from others, and partly

explains why employees are attracted to one employer versus other

employers. The culture of an organization can reduce uncertainty and

complexity, providing a consistent outlook that its values make possible.

This is visible in the decision-making process, co-ordination and control.

Excellent leaders are not merely aware of the organizations basic

assumptions, they also know how to take actions and mould and refine them.

To discuss culture as a human resources management dissertation, some

topics are suggested below.

Gatekeeper or owner? Placing values in the organization. Culture is the organization. It's the way we do it around here. Inducting new employees into the culture. Recruiting to change the culture. Managing cultural change. Training and culture.


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Change agent.1.10 Diversity

Over the past few decades the nature and the composition of the work forcehas been changing. There are numerous challenges and opportunities for

organizations within the new formation. In reply, diversity management has

become an essential component of human resource management (HRM).

Diversity management is a relatively new, but significant area of HRM. This

new area of management brings learning and challenges to the individuals

that supervise and manage employees. Diversity management does assume

different forms and models in practice, but is defined as an organizations

active investment in the integration, development, and advancement of

individuals who collectively represent the work force. When developing an

organizational strategy, diversity is placed in the culture, policies, and

practices which support respect and communication, as well as individual,

team and organizational performance in a diverse environment. Possible

topics on diversity for your human resources management dissertation are:

Differences between diversity and discrimination.

Managing the new workforce. Cross national diversity. Can discrimination be removed? Managing diversity and cultural differences. Training for diversity. The line and diversity. Diverse and cosmopolitan. The global village.


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Management" was started and then it has shown growth gradually in decade

of 1990. Finally the tasks and operations of personnel management were

shifted to the Human Resource Management and it is functioning now in

broad way in the organizations than Personnel Management.

2.1 HISTORICAL MILESTONES IN HRM DEVELOPMENT

Frederick Taylor, known as the father of scientific management, played a

significant role in the development of the personnel function in the early

1900s. In his book, Shop Management, Taylor advocated the "scientific"

selection and training of workers. He also pioneered incentive systems that

rewarded workers for meeting and/or exceeding performance standards.

Although Taylor's focus primarily was on optimizing efficiency in

manufacturing environments, his principles laid the ground-work for future

HRM development.

1890-1910

Frederick Taylor develops his ideas on scientific management. Taylor

advocates scientific selection of workers based on qualifications and also

argues for incentive-based compensation systems to motivate employees.

1910-1930

Many companies establish departments devoted to maintaining the welfare

of workers. The discipline of industrial psychology begins to develop.

Industrial psychology, along with the advent of World War I, leads to

advancements in employment testing and selection.

1930-1945

The interpretation of the Hawthorne Studies' begins to have an impact on

management thought and practice. Greater emphasis is placed on the social

and informal aspects of the workplace affecting worker productivity.


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Increasing the job satisfaction of workers is cited as a means to increase their

productivity.

1945-1965

In the U.S., a tremendous surge in union membership between 1935 and

1950 leads to a greater emphasis on collective bargaining and labor relations

within personnel management. Compensation and benefits administration

also increase in importance as unions negotiate paid vacations, paid

holidays, and insurance coverage.

1965-1985

The Civil Rights movement in the U.S. reaches its apex with passage of the

Civil Rights Act of 1964. The personnel function is dramatically affected by

Title VII of the CRA, which prohibits discrimination on the basis of race,

color, sex, religion, and national origin. In the years following the passage of

the CRA, equal employment opportunity and affirmative action become key

human resource management responsibilities.

1985-present

Three trends dramatically impact HRM. The first is the increasing diversity

of the labor force, in terms of age, gender, race, and ethnicity. HRM

concerns evolve from EEO and affirmative action to "managing diversity."

A second trend is the globalization of business and the accompanying

technological revolution. These factors have led to dramatic changes in

transportation, communication, and labor markets. The third trend, which is

related to the first two, is the focus on HRM as a "strategic" function. HRM

concerns and concepts must be integrated into the overall strategic planning

of the firm in order to cope with rapid change, intense competition, and

pressure for increased efficiency.


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2.2 HUMAN RELATIONS APPROACH

The human relations approach is multi-disciplinary in nature. It uses the

concepts of psychology, sociology, anthropology and physiology etc. F.W.

Taylor, the father of scientific management, succeeded in harnessing the

economic needs of the workers by devising the differential wage incentive

scheme. But he failed to realize that workers had certain psychological need

also. The term human relations theory reflects an attempt by bourgeois

ideologists to pass off a program of measures as the humanization of labor

that are of practical value for increasing profits. In fact, the human relations

theory attempts to conceal or rationalize the profound social conflicts of

capitalist society. His Theory of Scientific Management argued the

following:

Workers do not naturally enjoy work and so need close supervision andcontrol Therefore managers should break down production into a series of

small tasks.

Workers should then be given appropriate training and tools so they canwork as efficiently as possible on one set task.

Workers are then paid according to the number of items they produce in aset period of time- piece-rate pay. As a result workers are encouraged to

work hard and maximize their productivity.

Taylors methods were widely adopted as businesses saw the benefits of

increased productivity levels and lower unit costs. The most notably

advocate was Henry Ford who used them to design the first ever production

line, making Ford cars. This was the start of the era of mass

production.Taylors approach has close links with the concept of an

autocratic management style (managers take all the decisions and simply

give orders to those below them) and Macgregors Theory X approach to


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introduce personnel departments to encourage greater manager involvement

in looking after employees interests. His theory most closely fits in with a

paternalistic style of management.

Maslow

Abraham Maslow (1908 1970) along with Frederick Herzberg (1923-)

introduced the Neo-Human Relations School in the 1950s, which focused

on the psychological needs of employees. Maslow put forward a theory that

there are five levels of human needs which employees need to have fulfilled

at work. All of the needs are structured into a hierarchy (see below) and only

once a lower level of need has been fully met, would a worker be motivated

by the opportunity of having the next need up in the hierarchy satisfied. For

example a person who is dying of hunger will be motivated to achieve a

basic wage in order to buy food before worrying about having a secure job

contract or the respect of others. A business should therefore offer different

incentives to workers in order to help them fulfill each need in turn and

progress up the hierarchy (see below). Managers should also recognize that

workers are not all motivated in the same way and do not all move up the

hierarchy at the same pace. They may therefore have to offer a slightly

different set of incentives from worker to worker.


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content of the actual job through certain methods. Some of the methods

managers could use to achieve this are:

Job enlargement workers being given a greater variety of tasks toperform (not necessarily more challenging) which should make the work

more interesting.

Job enrichment - involves workers being given a wider range of morecomplexes, interesting and challenging tasks surrounding a complete unit of

work. This should give a greater sense of achievement.

Empowerment means delegating more power to employees to make theirown decisions over areas of their working life.

2.3 FUTURE OF HRM: - INFLUENCING FACTORS

Size of workforce: corporate have grown in size considerably in recent

years, thanks to global competition in almost all fields. The size of the

workforce, consequently, has increased, throwing up additional challenges

before HR managers in the form of additional demands for better pay,

benefits and working conditions from various sections of the workforce

constantly.

Composition of workforce: Sustainable success depends on an

organizations ability to leverage the unique skills and perspectives of a

diverse workforce. Diversity and inclusion are fundamental to how we

operate and conduct business. Employees are the greatest strength, and they

contribute to the quality of services provide to the public. The organization

respects and appreciates differences based on race, color, religion, national

origin, gender, sexual orientation, age, abilities, culture, occupation,

position, education, and the life experiences of each individual. Managing


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heterogeneous and culturally diverse groups is going to stretch the talents of

hr managers fully.

Employee expectations: Now a days workers are better educated, more

demanding and are ready to voice strong, violent and joint protest in case

their expectations are not met. The list of financial and non financial

demands is ever-growing and expanding. In fast changing industries such

as software, telecom, entertainment and pharmaceuticals, the turnover ratios

are rising fast and if HR managers do not respond positively to employee

expectations, the acquisition and development costs of recruits is going to

mount steadily. An efficient organization is, therefore required to anticipate

and manage turnover through human resource planning, training schemes

followed by appropriate compensation packages.

Change in technology: Technology influences human resources

management functions and the complexity with which HR professionals can

produce metrics regarding employee performance, return on investment for

strategic planning, staffing needs and HR planning. Human resources

information systems (HRIS) can calculate labor costs, project future

workforce needs and store digitized personnel files with top-notch security

features. There is also a human resources career niche for HRIS

professionals who understand the complementary nature between HR

functionality and HRIS technology. Many employers implement employee

self-service modules connected to the employer's intranet so workers can

check their benefits status, monitor their tax with-holding rates, update

personal information and even request vacation time. This minimizes the

time human resources staff members spend answering routine questions

from employees. Technology for employee self-service greatly influences

HR by enabling staff to devote more time to strategic planning and

employee relations matters that are best handled face-to-face.


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Environmental Challenges: Privatization efforts in India are likely to

gather momentum in the coming years, as most public sector units face

survival problems.

(For example AIR INDIA has 750 per employees per Aircraft, which makes

it the most over-staffed airline in the world. AIR INDIAS cost per

employee is over Rs. 5 lac a year, perhaps highest among Indian public

sector units.)

The burden if training and retraining employees with a view to make them

more productive and useful under the new setup is going to fall on the

shoulders of HR managers. With this the legal stipulations covering

recruitment and selection of employees, employment of reserved category

employees, minorities etc. are also likely to lose their importance over a

period of time.


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CHAPTER 3PERFORMANCE APPRAISAL


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PERFORMANCE APPRAISAL

3. Definition: - Performance appraisal is a systematic appraisal of the

employees personality traits and performance on the job and is designed to

determine bio contribution and relative worth to the firm.

Important factors affecting the performance appraisal system, these are:

Organizational Leadership The leadership at the top determines to a largeextent the loyalty and commitment of the employees to the goals of the

organization. Effective top leadership orients and motivating the entire

organization for better performance.

Organizational Structure There are two types of organization structuresOrganistic and mechanistic. Organistic structure tends to be flexible. Such

organization changes them very fast to cope up with the present changing

environment. Mechanistic structures are very rigid and have clearly defined

relationships and responsibility.

Environmental Constraints Various environmental constraints affects theperformance of an employee. For example, the quality of new material may

affect the productivity and performance of an employee.

Interdependence of sub-system: every sub-system of a largerorganizational system is interdependent. The malfunctioning of a subsystem

affects the other sub system functioning. Because of this interdependence of

sub-systems it is suggested that the performance appraisal should start from

the apex.

3.1 Methods of Performance Appraisal There are no single effective

method of performance appraisal. There is no easy way of classifying all of

the various kinds of performance appraisal methods. Following are the

methods of performance appraisal.


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Ranking Method It is a simple process of placing employees in a rank inorder to observe job performance It permits comparison of all employees in

any single rating group regardless of the type of work. All workers are

judged on the same factors. This method eliminates the necessity of

comparing an individuals performance with the definition of satisfactory or

excellent performance

Paired Comparison Method The use of ranking method, is difficult inlarge groups when the rate cannot compare several people simultaneously In

the paired comparison every employee in a job is compared with all other

employees in the group Pairs of employers are constituted to determinewhich is the better worker in each pair For instance, if there are three

workers (X, Y and Z) in a job group, there will be three pairs namely x, y

and z, and x with z

Graphic Rating Scale Method The graphic method of rating is the mostcommonly used method The employees are rated on personality

characteristics and performance The rater is provided with a printed form for

each employee to be rated, containing a number of characteristics to be rated

The characteristics factors vary according to the position of the be rated

Forced Distribution Method Under this method, the rate the man onoverall job performance The name of each employee to be rated is typed on

a 3 X 5 card The rater is then asked to distribute the card into five pieces

which may be labeled low

Checklist Method Under this method of merit rating, a list of necessaryqualities for the performance of a job is prepared The qualities of all the

employees are measured on the basis of the abilities of such lists If an

employee possess that quality, the sign of (+) is marked in the list If an


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3.2 Incentives and incentive plans

Incentives refer to the variable records granted to the individuals in terms of

changes in specific results in organizational setting incentives incite the

people towards action According to George R Terry, incentives means that

which incites or has tendency to incite action They are devised to play a

causal role in conjunction with rewarding the effect In simple words,

incentives means that psychological excitement which makes the employees

efficient Normally the employees need the incentives to achieve the

objectives Security in job, recognition, promotion, respect, praise, minimum

wages promise are the examples of incentives.

Advantages of Incentives

Incentives balance the input and output equilibrium individuals workingbetter receive greater rewards, incentives are also desired from the stand

point of equity theory

As the incentives provided one relatively objectives because they can bedetermined by objective criteria such as number of pieces or rupees This

objectivity in incentive schemes are more acceptable people than the

subjective ratings by their superiors.

Incentives increase expectancy that performance will be followed by reward.If money has relevance to an individual, more expectancy will increase

motivation.

Financial and Non-financial Incentives.

Financial or Monetary Incentives: Financial Incentives play a very-

important role in improving the performance of the employee Money is an

important financial incentive which cannot be avoided. As cash plays a very

important role in fulfilling the physical and most basic needs of the

individuals. Cash is more capable of fulfilling the physical needs of labour


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rewarded with a bonus, but the worker who takes longer than the standard

time is not punished, and is paid wages according to time wage system.

Advantages

By dividing the profit of saved time between men and management, it makesfor performance of the bonus rate as both parties benefit by it.

The workers can very easy follow the method of calculating the bonus andso there is no room / or any misunderstanding.

Emerson efficiency premium plan

Like the Gantt plan, the Emerson plan also provides for the standard task

and a guaranteed day wage for all workers. But unlike the Gantt plan under

which bonus at affixed rate is paid only to those workers who attain or

exceed the 100 percent efficiency This plan provides for the payment of

bonus at an increasing percentage to all workers above a minimum level of

efficiency (say 60 percent). The percentage of bonus, however, does not

increase at efficiency levels beyond 100 percent.

Advantages

It provides an encouraging reward to the beginners, besides giving incentiveto the Skilled and efficient labour.

The plan can be applied to individual workers or to groups of workers. It is easy to understand.

Co-partnership and Profit Sharing Schemes

These schemes are becoming very popular now a days Under these schemes,

workers get a share of the yearly profits of the company This is done with a

view of setting the cooperation of workers by giving them the feeling that


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they are to share the prosperity of the business, Workers can. be given their

share of profits in the form of cash or shares in the company. A permanent

interest of workers in the future of the business is created if the share of

profits is given in the form of shares in the company.

Difference b/w HRD V/s Personnel function

There has been increasing trend in large organizations appointing HRD

managers.

However, many people are not clear as to what is the difference between

Personnel and HRD functions. As a result we find instances of personnel

managers being redesigned HRD managers. We also find cases of HRD

managers being expected to handle the personnel functions in addition to

1-IRD. Basically human resources consist of the total productive capacity of

a firms human organization. Human resource development efforts aim at

providing conditions in which the employees can improve their skills,

knowledge, energy and talents, which in turn may lead to improve

productivity. Human resource development differs from personnel human

resource management in respect of the following:

1. Definition: Personnel management is the recruitment, selection,

development, utilization, compensation and motivation of human resources

by organization. Human Resource Development is concerned with the

development of human resources is an organization. It means improving the

existing capabilities of the human resources in the organization and helping

them to acquire new capabilities required for the achievement of the

organizational and individual goals.

2. Orientation: The traditional personnel function is regarded as mainly

a service function responding to the demands of the organization. But HRD

is regarded as a proactive function. The function of HRD is not merely to


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cope with the needs of the organization but also t anticipate them and to act

on them in advance.

3. Mechanisms: - The traditional personnel function considers salary and

other economic benefits as important motivators. HRD emphasizes the

importance of higher needs in motivating individuals. It considers

autonomous work groups, job enrichment, job challenge and creativity as the

main motivating forces.

4. Emphasis on Culture: The emphasis is the traditional personnel

function is on increasing peoples efficiency. The emphasis in HRD is on

building the right type of culture in the organization a culture which has

such characteristics as mutual trust, openness, collaboration, clarity of goals

and risk taking capacity.

5. Responsibility: The personnel function is supposed to be the

responsibility of the personnel development whereas human resource

development is regarded as the concern of all managers in the organization.

Every manager is concerned with developing the competencies of i all those

working under his guidance and supervision.

Workers Participation in Management

Industry is now considered as a social institution. The management &

employees have equal interests in the survival and the prosperity f the

industry. The concept of participation is based on the concept of co-

partnership is the Industry. Participation demands maximum cooperation

between management and workers, voluntary co-operation generated from

within it and not imposed from without. Decisions are taken by employers

and employees jointly.


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The concept of participation as a principle of democratic administration of

industry, sharing the decision-making power by the ranks of an industrial

organization through their proper representatives at all appropriate levels of

management, in the entire range of managerial action.

Aims and Purpose of Workers participation

A means of attaining industrial peace and harmony leading to higherproductivity and increased production.

An ideological point of view to develop self management in industry.

A device for developing social education for effective solidarity among theworking I community and for tapping latent human resources.

An instrument for improving efficiency of enterprises and establishingharmonious i industrial relations.

A humanitarian act for giving the worker an acceptable status within theworking Community and a sense of purpose in activity.

The benefits of workers participation in management

Encourages acceptance of change: whenever management think anychanges, participation enables acceptance of change and reduces workers

resistance to change.

Improve morale and team work: when workers help is taken in solvingwork problems, it tends to increase the satisfaction of their high level. It also

increases job satisfaction.

Encourages workers to accept responsibility: Participation increasesworkers sense of responsibility and employees adopt responsible attitude

towards their work, they become ego involved and emotionally involved.


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sharing stage is one in which the employee recognizes that workers can be

make a contribution in certain areas such as material costs, quality or waste

and that the management presents the facts & the labour is required to give

its opinion or to make proposals for improving the situation. In idea sharing

stage, the management indicates willingness to have labour initiative ideas in

any kind of production and personnel activities and labour with certain

safeguards is willing to contribute to operation of the business.

According to Ernest Dale, there can be four levels in workers participation

in management.

Informal Co-operation Advisory Co-operation Constructive Co-operation Joint determination.

In Informal co-operation level both parties co-operate in compilation of facts

and then the compiled information can be used by any of the party. In

advisory co-operation, parties can consult & counsel each other on various

matters. In constructive co-operation, each party counsel each other for the

improvement in the each others functioning. In joint determination the

decisions relating to policy matters are taken jointly by both the parties.

Is workers Participation actually takes place in India?

Workers Participation in Management in India Now-a-days environment has

changed considerably. Workers are not the servants or like machine only. In

India today workers participation in management is one of the directive

principle of state policy embodied in article 43 A of our constitution.


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The article provides:

The state shall take steps, by suitable legislation or in any other way, to

secure the participation of workers in management of undertakings

establishments or other organization engaged on any industry. There is now

a growing realization in several countries of the world that management is

too important to be left to managers alone and that workers also should be

allowed to participate in the field. In India, the first experiment of workers

participation in management started in 1947 when the Industrial Dispute Act

was passed. This act provides that in the case of any industrial establishment

in which 100 or more workers are employed in any day in the preceding 12

months, the employer should constitute in the prescribed 12 months, the

employer should constitute in the prescribed manner a works committee

consisting of representatives of employers and workman engaged in the

establishment - so however, that the number of representatives of the

workmen on the committee shall not be less than the number of

representatives of the employer. The representatives of the workman

engaged in establishment and in consultation with their trade unions, if any,

registered under the Indian Trade Union Act 1926. It shall be the duty of the

works committee to promote measures for securing and preserving unity and

good relations between the employer and the workmen.

Despite their numerical growth, works committee has not been proved very

much effective. The second experiment of workers participation in

management started in India with the establishment of joint management

council. It consists of the equal number of representatives of the

management and the employees, not exceeding 12 and to be set up at plant

level on the voluntary basis in selecting industrial units. The essential

function of joint management control include:


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setting up shop councils at the shop and floor levels and joint councils at the

plant level.

3.3 GRIEVANCE

A grievance is the feeling of dissatisfaction among the employees, working

in an organization. Grievance, whether real or imaginary, valid or invalid,

genuine or false, is a complaint affecting one or more workers within the

organization. Dissatisfaction or discontent expressed by employees and

brought to the notice of management it becomes grievance. Grievance is

defined as.

Grievance is any dissatisfaction or feeling of injustice in connection with

One c employment Situation that is brought to the attention of

management.

Characteristics of Grievance

A grievance may be arising out of something connected with theorganization or work.

A grievance may be written or verbal. A grievance give rise to unhappiness, frustration, discontent indifference to

work, poor morale and ultimately. Results in efficiency and low

productivity.

A grievance arises only when an employee feels that injustice has been doneto him.

A grievance may be unvoiced or expressly stated by an employee. A grievance may be valid and legitimate, untrue or completely false or

ridiculous.


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Step IV. Collect additional information to check the validity of tentative

solution. On the basis of the tentative solutions, facts are gathered. The

executive establishes a transpired solution and then observing critically

whether his hypothesis is right or wrong.

Step V. Apply the- solution For applying the solution the executive

may hold conference with aggrieved employee and question other

employees. Having reached a final decision it should be applied without

delay.

Step VI . Follow up: The executive should not conclude that the

grievance has been settled until a check is made to determine whether the

employees attitude has been favorably changed. Checking can do through

causal observation while the employee is working, decision taken favorably

or unfavorably. The other method include to ask from the other employees

about the aggrieved employees reaction

How grievances are redressed in Indian Industry

Settlement of Grievance handling procedure in Indian Industries: India

has only a voluntary grievance procedure known as Model Grievance

Procedure. Most of the grievance procedures now-a-days are built after the

model grievance procedure with certain changes to suit individual,

operations, size and special requirements of an enterprise. The procedure of

grievance handling procedure includes the following steps


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CHAPTER 4ABSENTEEISM & LABOUR TURNOVERS


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new blood into the organization. Company remains a growing concern in

regard to the personnel as long as employees retiring are replaced by

younger employees, preferably by promotions from within.

The formula given alone to calculate the net labour turnover has the

following limitations:

(a) It does not take seasonality into account.

(b) It does not differentiate among the causes for labour turnover

In order to overcome these limitations, current practice makes use of refined

net labour turnover rate which is the ratio of the avoidable separations to the

average working forces. The formula is:-

T = (S U)/ W*100

WHERE

T = REFINED NET LABOUR TURNOVER RATE

S = TOTAL SEPRATIONS

U = UNAVOIDABLE SEPERATIONS

Causes of labour turnover

Causes of labour turnover Layoffs due to seasonal nature of industry. Poor working conditions. Lower wages and excessive hours of works. Conditions at home. Poor health. Dislike for the present job. Bad treatment from the job. Retirement. Poor training and induction. Ineffective and inefficient management. Job being hard and hazardous. Death. Better job available elsewhere. Dirty politics prevalent in the industry.


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Opportunity for advancement Employee orientation or induction training. Employee welfare benefits programme. Scientific selection by means of through employee reference investigations Favorable work environment.

4.3 Labour welfare

Labour is the most important factor of industrial production. Management

seeks cooperation of labour force by providing welfare in terms of

provisions for better working conditions adequate lightening and ventilation

etc. Labour welfare work aims at providing such service facilities andamenities which enable the workers employed in industries to perform their

work in healthy congenial surrounding conducive to good health and high

morale.

Importance of Labour Welfare Activities

Labour Welfare in India has a special significance as the constitution

provides for the promotion of welfare of the labour for human conditions of

work and securing to all workers leisure, social and cultural opportunities.

Labour welfare is provided by the employer will have immediate impact on

the health, physical and mental efficiency, alertness, morale and overall

efficiency of the workers and thereby contributing to the higher productivity.

Moreover, the workmen require protection from certain calamities which

imperial their efficiency. Social security measure provided by employer, will

act as a protection to the workers. Social security aims at providing

collective measures to protect the member of a community against social

risks as their individual resources are seldom adequate to after protection

against hardship, Both assistance and social insurance from integral parts of

the system of social security. Labor welfare introduces the extra dimension


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to industrial relationship which ever a satisfactory wage alone cannot

provide. Labour welfare expresses the human interest as enlightened

employer has in the well being and contentment of the people who work for

him.

The various elements of making the labour welfare effective

Principles of Labour Welfare: The following principles should be kept

in mind and properly following to achieve successful implementation of

welfare programmes:

1. Principle of social responsibility of Industry:- Industry a subsystem of

the society. It draws its manpower from the society. Obviously, industry has

an obligation or duty towards its employees to look after their welfare.

2. Principle of totality of welfare: According to this principle labour

welfare activities and facilities must be extended to all the employees of the

organization. This is because the goal of the organization will be achieved if

selections of the employees are unable to counteract the baneful effects of

industrial system.

3. Principle of accountability: -- The principle is also called as principle of

evaluation. This principle suggests that the welfare programmes must be

evaluated periodically. This is very much necessary to judge and analyze the

success of welfare programme and reorganize it for better results.

4. Principle of timeliness: - The timeliness of any welfare programme help

in its success. To find out what are the labour welfare needs and what kind

of welfare programmes are necessary, the time required is very important.

Timely action in proper direction is essential in any kind of welfare

activities.

5. Principle of Responsibility:- The principle is based on the assumption

that labour welfare is the joint responsibility of employers and employees.


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6. Principle of association or democratic values: For the success of a

welfare programme association of employees in planning, organising and

implementation is most essential.

7. Principle of Efficiency: Efficiency of the workers and welfare

facilities are interdependent. Hence principle of efficiency plays an

important role in organizing welfare facilities in the industry.

8. Principle of co-ordination or integration: This principle of co-

ordination or integration plays an important role in the success of welfare

programmes.

9. Principle of adequacy of wages: According to this principle workers

have a right to adequate wages. Labour welfare facilities must be provided

over and above the adequate wages.

10. Principle of Re-personalization: This principle suggests that the goal

of labour welfare should be the overall development of the employees.

11. Principle of self-help: This principle suggests that the labour welfare

must aim at helping employees to help themselves in future.

4.4 Industrial relations

Good industrial relations are important for rapid industrialization. More job,

effective manpower utilization higher productivity, higher profits and better

working conditions etc. will remain more slogans, if peace does not prevail

in the industry or factory and workers and capabilities do not understand and

recognize one anothers rights and responsibilities. Evaluation or

enforcement of code of conduct for the two is, therefore, necessary. A

developing economy, cannot afford frequent strikes, locks outs and stoppage

of work and. hence the importance of industrial peace is even more for such

an economy.


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Industrial relation describes relationship between management and

individual employee and in that light it is sometimes called employers

employee relations or personnel relations. It embraces the relationship

between management and trade unions. In fact the term industrial relations is

used to all types of relationships between all the parties concerned with the

industrial enterprises.

Importance of good Industrial Relations

Impact of Industrial relations on production: Good industrial are asset

to any organization. In brief, healthy industrial relations help the

organization in the following ways:-

(a) Lead to mental revolution

(b) Conductive environment for new programmes

(c) High employee morale

(d) Reduces industrial disputes

(e) Reduces wastages..

(a) Lead to mental revolution: The main object of industrial relation is a

complete mental revolution of workers and employers. The industrial peace

has ultimately in a transformed outlook on the part of both. It is the business

of leadership in the ranks of workers, employers and government to work

out a new relationship in consonance with a spirit of true democracy.

(b) Conductive environment for new programmes: New programmes

for workers development are introduced in the atmosphere of peace such as

training facilities, labour welfare facilities etc. It increases the efficiency of

workers resulting in higher and better production at lower costs. -

(c) High employee morale: Good industrial relations improve the morale

of the


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Employees. Employees work with great zeal with the feeling in mind that

the interest of employers and employee is one and the same, i.e. to increase

production. Every worker feels that he is a co-owner of the industry.

(d) Reduces Industrial disputes: Good industrial relations reduce the

industrial disputes. Disputes are reflections of the failure of basic human

urges or motivations to secure adequate satisfaction or expression which are

fully cured by good industrial relations.

(e) Reduce Wastage: Good industrial relations are maintained on the

basis of cooperation and recognition of each other. It will help to increase

production. Wastages of man, material and machines are reduced to the

minimum and thus national interest in protected.

4.5 Trade unions, merits and demerits of having trade union

The most important result of modern industrial revolution is the evolution

and growth I of trade unions. As a result of these developments, the society

was divided into two groups, Workers & employers. It resulted in the

evolution of trade unions. A trade union is an organization of workers that is

formed with a view of protecting and promoting the interests of workers.

Objectives, Functions & Role of Trade Unions

To improve working and living conditions. To secure for workers fair wages. To enlarge opportunities for promotion and training To promote identi1y of interests of the workers with their industry To promote individual and collective welfare. To provide for educational, cultural and recreational facilities. To safeguard security of tenure and improve conditions of service.


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It is industrial democracy at work. It offers self government in industry. It can succeed only when both parties want it to succeed. It involves two

way traffic of communication.

It has flexibility and mobility. Both parties arrive at the final settlementthrough graceful retreat give and take attitude and not take it or leave it

attitude.

Importance of collective bargaining

1. Collective bargaining is a flexible means of adjusting wages and

conditions employment to changing economic, social, political,technological and other factors.

2. Collective bargaining is an effective method of regulating the conditions

employment of the workers by trade unions.

3. Collective bargaining is helpful in fixing standards of every worker and

establishing a code of conduct defining rights, duties and obligations of each

party.

4. Collective bargaining results in better understanding and empathy

between employers and workers. When issues regarding wages, incentives,

grievances and complaints are discussed at the bargaining table there is

absolutely no room for misunderstanding between workers and management.

The principles of collective bargaining process

Following are the main clauses of Collective bargaining agreement

(a) Recognition or Union Security Clause: The recognition clause defines

the status to be given to the union throughout the life of the agreement.

(b) Hours of Work Clause: - Many agreements include clauses dealing with

working hours. Such clauses also deal with various shift arrangements time

off, time off allowed for meal, provisions for overtime pay, provisions for

holidays and related details.


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(c) Wage Clause:- The wage clause is usually the most important and the

most complicated clause in the agreement. The clause includes the basic

wage policy and specific wage agreements.

(d) Seniority Clause :- Seniority clause indicates the system of seniority and

the importance of seniority rights in the matter of promotion, selection of

vacation periods choice of shifts and other privileges.

(e)List of clauses mentioned above is not exhaustive. Many other subjects

e.g. grievance procedure, leaves of absence welfare funds, shop rules,

training of apprentices, disciplinary action etc. may appear.

Principles of Collective Bargaining Process

1. Demands of labour unions should be analyzed in proper manner.

2. No party should indulge in theoretical discussion.

3. Negotiation should be started in a friendly atmosphere.

4. All the important information about all the meetings should be properly

communicated to all the concerned and responsible persons.

5. Management committee should not suggest or do anything against the

government policy.

6. All the programmes, principles and procedures should be determined in

advance before commencing negotiations.

7. Representatives of management should listen to the representatives of

labour unions carefully and patiently.

8. Negotiation should be held in peaceful atmosphere and relevant data

should be used wheresoevers necessary.

9. The format of agreement should be kept ready for reference.

10. Any negotiation regarding wages, salaries, allowances etc. should be

held only at last.


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11. The time, place and programme of next meeting should be determined at

the end of every meeting.

12. Both the parties should honour the right privileges and limitations of

each other.

13. Representatives of labour unions should not raise any demand being

politically motivated.

14. Implementation of accords should be evaluated from time to time.

15. So far as it is possible, representatives of one industry only should be

included in collective bargaining.

16. Labour unions should be rational and strong and they should work

constitutionally.

17. Both the management committee and the representatives of labour

unions should try their best to arrive at a conclusion.

18. Collective bargaining should be adopted to discuss the issues of common

interest.

19. The leaders of labour unions should have a practical dynamic approach.

20. All the agreements should be made keeping in a view the policies

provisions and laws.


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evaluate the comfort areas, successful areas and help the organization to

understand the scope of improvements in the work atmosphere.

The purpose of the survey is to:

Measure employee perceptions of the work environment Identify job satisfaction levels Identify areas of strength and opportunities for improvement The survey gathers information about employee satisfaction in the

following main areas:

5.2 Various factors affecting the job satisfaction level

The most important factors re1atig to job satisfaction are:-

Personal factors Factors inherent in the job Factors under the control of the management.


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(i) Personal factors These factors include the individual employee

personality, age sex, number of dependants, education, intelligence, time on

the job etc Certain personality traits have n viewed as an important cause of

job dissatisfaction. The existence of neurotic behaviour or personality

maladjustment has been found to be the cause of job dissatisfaction but some

studies indicate that job dissatisfaction only when the job itself is one of

greatest strain. As regard to relationship between education of an individual

and his job satisfaction, there no clear research evidence about it. As regards

the relationship between the intelligence between individual and job

satisfactions it usually depends upon the level and the range Of intelligence

and the challenge of the job.

(ii) Factor affecting Inherent in the job These factors include the type of

work to performed, skills required for work performance, occupational status

involved in the job difference in work situation etc. According to Robert

Hop pock study - the job satisfaction varies from almost zero to100

depending upon the job The type of work inherent in the job is very

important as a number of researches in this regard have been shown that

varied work generally brings about more job satisfaction then does routine

work.

(iii) Factors under the control of the management: These factors include

security wages & salaries or pay, fringe benefits, opportunities for

advancement, working conditions, type and quality of supervision etc. It is

believed that industrial employees mostly want to steady work and security

for age.


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5.3 Importance and benefits of satisfaction study.

Job satisfaction is a set of favourable or unfavourable feelings with which

the employees view their work Job satisfaction is a feeling of relative

pleasure or pain It typical refers to the attitudes of a single employee Job

satisfaction can be viewed as the overall attitude or it can apply to the parts

of individuals job. Job satisfaction like an attitude is generally acquired

over a period of time as an employ gains more and more information about

the work place. Nevertheless, job satisfaction is dynamic for it can decline

even more quickly than it developed. Managers may need to monitor not

only the job and immediate work environment but also. Their employees

attitudes towards other parts of life.

Importance to Study Job Satisfaction:-

The importance to the study the job satisfaction levels is very important for

the executives Job satisfaction study importance can be understood as they

answer the following questions

Is there Room or improvement? Who is relatively more dissatisfied? What contributes to the employee satisfaction? What are the effects of negative employee attitudes?

Benefits of Job Satisfaction Study:-

Job satisfaction surveys can produce positive neutral or negative results If

planned properly and administered they will usually produce a number of

important benefits such as:

It gives management an indication of general levels of satisfaction in acompany Surveys also indicate specific areas of satisfaction or


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dissatisfaction as compared to employee services and particular group of

employees.

It leads to valuable communication brought by a job satisfaction survey.Communication flows in all directions as people plan the survey, take it and

discuss the results.

As a survey is a safety value, an emotional release, a chance to things getoff.

Job satisfaction surveys are a useful way to determine certain training needs. Job satisfaction survey are useful for identifying problems that may arise,

company the response to several alternatives and encouraging managers tomodify their original plans. Follow up surveys allows management to

evaluate the actual response to a change and study its success or failure.

5.4 Job enrichment and its benefits and limitations

The modern interests of quality of working life developed through an

emphasis on job enrichment. The term was coined by Fredrick Herzberg

based on his research with motivators and maintenance factors. Strictly

speaking, job enrichment means that additional motivators are added to a job

to make it more rewarding although the term has come to apply to almost

any effort to human jobs. Job enrichment is an expansion of an earlier

concept of job enlargement which sought to give workers a wider variety of

duties in order to reduce monotony. The difference between two ideas is

illustrated in figure below. Here we see that job enrichment focuses on

satisfying higher order needs, while job enlargement concentrates on adding

additional tasks to the workers job for greater variety. The two approaches

an even be blended together, by both expanding the number of tasks and


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Job enrichment has number of limitations as shown in above figure It is

more appropriate or some situations than I or others, and in certain situations

it may not be appropriate at all. Some1 workers do not want increased

responsibility, and other workers do not adapt to the group interaction that is

sometimes required. In other words, enrichment is contingent on attitudes of

employees and their capability to handle enriched tasks., It can be argued

that employees should accepts job enrichment because it is good, but it is

more consistent with human values to recognize and respect individual

differences of employees.

5.5Problems In Implementing The Quality Of Working Life

Various problems of encountered while implementing the quality of working

life programme (QWL) and How these barriers can be overcomes Problems

encountered while implementing the quality of working life programme:

Bohlander has identified three common problems of implementing QWL

programmes. The three areas are:

Managerial attitudes Union Influence Restrictiveness of Industrial Engineering

(a) Managerial Attitudes: The philosophy of QWL is based on the

belief in worker participation. This implies that management must be

prepared and willing to allow its employees, some say or influence on

decisions about conditions or processes which affect their work tasks and

environment. Traditional managers may, perceive this phenomenon as a

challenge to their rights to control and to make decisions which influence

workers work and environment. They may not be willing to delegate


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To evaluate and analyze results including failures leading to revised effortstowards continual improvement.

5.6 Job satisfaction survey graph

Overall Satisfaction

70 percent of staff respondents and 60 percent of faculty respondents

indicated they were satisfied/very satisfied with their jobs.

Job-related Dimensions (Staff)

Eight of 10 staff respondents are satisfied with working relationships with

co-workers (82 %), work schedules and shifts (82 %) and the challenges oftheir jobs (80 %). More than two-thirds (71 %) are satisfied with benefits

and with the ability to balance work and personal responsibilities (68 %).

Fewer than half of all staff respondents indicated satisfaction with sense of

shared mission (38 %) and my salary/wage (32 %,). Fewer than half of

all staff (34 %) agreed advancement opportunities are good.


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6. HOW TO DEVELOP SKILL IN THE HUMAN BEING

Motivation

Motivation is defined as the process that initiates, guides and maintains goal-

oriented behaviors. Motivation is what causes us to act, whether it is getting

a glass of water to reduce thirst or reading a book to gain knowledge.

Motivation is an important factor which encourages persons to give their

best performance and help in reaching enterprise goals. A strong position


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motivation will enable the increased output of employees but a negative

motivation with reduce their performance.

According to Berelson and Steener

A motive is an inner state that energizes, activates or moves and direct or

channels behavior towards goals.

Features of Motivation

Motivation is a Psychological phenomenon Motivation is dynamic and situational. Motivation is not easily observed phenomenon. Motivation is a good

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COUNTING APPLES IN A SEED...……Exploring Human Potential

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