1. 1
PERFORMANCE APPRAISAL
► It is a method of evaluating the behavior of
employees in the work spot, normally including
both the quantitative and qualitative aspects of job
performance.
► Performance here means the degree of
accomplishment of the tasks that make up an
individuals job. it indicates how well an individual
is fulfilling the job demands
► Performance appraisal is the systematic evaluation
of the individual with respect to his performance
on the job and his potential for development
2. ► Performance appraisal is the process of obtaining,
analyzing and recording information about the relative
worth of an employee. The focus of the performance
appraisal is measuring and improving the actual
performance of the employee and also the future potential
of the employee. Its aim is to measure what an employee
does.
► According to Flippo: “performance appraisal is the
systematic, periodic and an impartial rating of an
employee’s excellence in the matters pertaining to
his present job and his potential for a better job."
Performance appraisal is a systematic way of reviewing
and assessing the performance of an employee during a
given period of time and planning for his future.
►
2
3. ► OBJECTIVES OF PERFORMANCE APPRAISAL
To review the performance of the employees over a given
period of time.
To judge the gap between the actual and the desired
performance.
To help the management in exercising organizational
control.
Helps to strengthen the relationship and communication
between superior – subordinates and management –
employees.
To diagnose the strengths and weaknesses of the individuals
so as to identify the training and development needs of the
future.
3
4. To provide feedback to the employees regarding their
past performance.
Provide information to assist in the other personal
decisions in the organization.
Provide clarity of the expectations and responsibilities of
the functions to be performed by the employees.
To judge the effectiveness of the other human resource
functions of the organization such as recruitment,
selection, training and development.
To reduce the grievances of the employees.
4
6. 6
THE PERFORMANCE APPRISAL PROCESS
JOB ANALYSIS,DESCRIPTION&SPECIFICATION
ESTABLISHING STANDARDS OF PERFORMANCE
COMMUNICATING PERFPRMANCE STANDARDS TO
EMPLOYEES
MEASURING ACTUAL PERFORMANCE
COMPARING ACTUAL PERFORMANCE WITH STANDARDS
AND DISCUSSING WITH EMPLOYEES
INITIATING CORRECTIVE ACTION, IF NECESSARY
7. 7
i. Graphic rating scales
ii. Ranking method
iii. Paired comparison method
iv. Forced distribution method
v. Checklist method
i. Simple checklist
ii. Weighted checklist
iii. Critical incident method
vi. Essay or free form appraisal
vii. Group appraisal
viii. Confidential reports
i. Behaviorally anchored rating
scales
ii. Assessment centre
iii. Human resource accounting
iv. Management by objective
v. Behavioral observation scales
vi. Psychological appraisal
vii. Results method
viii. Productivity measures
ix. Balance scorecard
TRADITIONAL METHODS MODERN METHODS
METHODS OF APPRAISAL
8. 8
CAREER MANAGEMENT
► CAREER: It is a term defined by the oxford
dictionary as an individual’s “course of progress
through life (or a distinct portion of life)”. It
usually is considered to pertain to remunerative
work (sometimes also formal education)
One can have different careers like musician, cricketer,
professor, filmstar, software engineer, manager etc.
But most frequently career is referred as the series of
jobs or positions by which one earns his money and
continues his life.
10. 10
►Career planning is the process by which one
selects career goals and path to achieve
these goals.
►Career planning is not an event or end in
itself, but a continuous process of
developing human resources for achieving
optimum results. “How ever the
individual and organizational careers
are not different, distinct or separate”.
CAREER PLANNING
11. 11
► Individual career planning assumed greater
importance with the immense growth and spread
of knowledge, phenomenal increase in educational
and training facilities and widespread increase in
job opportunities.
► Similarly organizational career planning also
gained importance with the change in technology,
human needs, values and aspirations, increase in
organizational size, complexity and number of
openings at different levels.
12. 12
CHARECTERISTICS OF CAREER PLANNING:
It is an ongoing process
It defines life career, abilities, and interests
of employees
It describes the various roles an individual
may have as part of his life career and
organization
It charts out occupational directions as they
relate to career goals
13. 13
CAREER PLANNING PROCESS
INDIVDUAL NEEDS
AND
ASPIRATIONS
INDIVIDUALSTRENGTHS
AND
WEAKNESSES
PLACEMENT
ON
CAREER PATH
ORGANIZATIONALNEEDS
AND
OPPORTUNITIES
REVIEW OF
CAREER PLANS
14. 14
►Need for career planning:
►To attract competent persons and to retain them in
the organization
►To provide suitable promotional opportunities
►To enable the employees and make them ready to
meet the future challenges
►To improve motivation and morale
►To reduce employee dissatisfaction
15. 15
CAREER DEVELOPMENT
► career development involves making decisions
about an occupation/profession and engaging in
activities to attain career goals.
► Career development consists of the personal
actions one undertakes to achieve a career plan.
► Career development is about growing through life
and work; about learning, experiencing, living,
working and changing and finding pathways to
reach the actualization stage
16. 16
Steps involved in career
development program
NEEDS
VISION
ACTION PLANS
RESULTS
18. 18
COMPENSATION
► Compensation is what employees receive in exchange of
their contribution to the organization. generally employees
offer their services for three types of rewards:
i. Base pay : It is the basic compensation an employee gets, usually,
as a wage or salary
ii. Variable pay: it is the compensation that is linked directly to
performance accomplishments such as bonus, incentives,
commission, etc
iii. Benefits: these are indirect rewards given to an employee or
group of employees as a part of organizational membership such as
health insurance, vacation pay, pension, etc
• So Compensation is a comprehensive term which includes all three
above mentioned pays
• In addition to these , managers have to observe legal formalities
that offer physical as well as financial security to employees.
• All these issues play an important role in any HR dept’s efforts to
obtain ,maintain and retain effective workforce
19. 19
Objectives of compensation
► The most important objective of any pay system is fairness
or equity. Major objectives of compensation are:
►Internal equity
►External equity
►Individual equity
► In addition to these there are some other most important
objectives such as:
►Attract talent
►Retain talent
►Ensure equity
►New and desired behavior
►Control costs
►Comply with legal rules
►Easy of operation
20. 20
Influence on compensation
► The amount of compensation received by an
employee should reflect the effort put in by the
employee ,the degree of difficulty experienced
while using his energies, the competitive rates
offered by the others in the industry and then
demand supply position with in the country, etc .
These are discussed below:
job needs
Ability to pay
Cost of living
prevailing wage rates
Unions
Productivity
State regulation
Demand and supply of labor
21. 21
JOB EVALUATION
► Meaning and definition: Job evaluation is the process
of analyzing and assessing the various jobs
systematically determine their worth in an
organization .jobs are evaluated on the basis of their
content and placed in the order of their importance.
► In this way a job hierarchy is established in the
organization, the purpose being fixation of satisfactory
wages and differentials among various jobs.
► Simply said it is a systematic way of
determining the value/worth of a job in relation
to other job in an organization
22. 22
Job evaluation process
Objectives of job evaluation
Job analysis
Job description Job specification
Job evaluation program
Wage survey
Employee classification
23. 23
Methods of job evaluation
Job
Evaluation
Methods
Non- Analytical Analytical
Ranking
System
Job
Classification
or Grade
Description
System
Factor
Comparison
System
Point Rating
System
24. 24
The Ranking System
► Evaluates jobs by placing them in a hierarchical order from
most important job to least important job
► Jobs are ranked on the basis of their title or contents. Like
Managers, Supervisors, Workers, Peon, etc. All managers
whether from production, planning, sales, stores or related
Services (House Keeping) Depts are treated equally.
► Job is not broken down into factors etc. It is easier to
implement but not always satisfactory for the employees.
► Steps involved:
i. Selecting the jobs
ii. Job analysis
iii. Choosing the rankers
iv. Grouping of jobs into groups by the coordinating
committee
25. ► It is based on the job as a whole and the differentiation is
made on the basis of job classes and grades.
► Like in a hotel, Receptionist’s job may be graded higher
than back office billing clerk’s job. Similarly, a
production/sales manager billet may be graded higher than
Allied Services Manager’s.
► In this method it is important to form a grade description
to cover discernible differences in skills, importance to
company’s core operations, responsibilities and other
characteristics.
25
The Job Classification or Grade
Description System
26. 26
► Allocates jobs to grades defined randomly prior to
evaluation of the jobs
► Steps involved:
i. Deciding the number of grades
ii. Writing grade level descriptions
iii. Identifying/ listing of the jobs to be evaluated
iv. Preparing job descriptions
v. Comparing job descriptions with grade level descriptions
and assigning jobs to the grades
27. 27
Factor Comparison
► The factor comparison method is more scientific and
complex than any other method. Each job is ranked
according to a specific set of factors, such as physical
effort, mental effort, or responsibility, all of which have
predetermined weights indicating their importance to
success.
► The important factors are selected which can be
assumed to be common to all jobs. Each of these factors
are then ranked with other jobs. The worth of the job is
then taken by adding together all the point values.
28. 28
Point Ranking Method
► This method was introduced by merrill R. Lott .
► In this method jobs are broken in to components for the
purpose of comparison.
► The point method measures performance through scales and
job factors rather than focusing on entire job functions and
ranking employees against each other.
► This method is quantitative as each component of the job is
assigned a numeric value.
► Different factors are selected for different jobs with
accompanying differences in degrees and points.
29. 29
COMPENSATION FOR SPECIAL
GROUPS
► Compensation for special groups includes
compensation for teams, the entire
organization, professionals, sales
employees, and contingency workers.
I. Team-based pay
II. Company wide plans
III. Compensation for professionals
IV. Compensation for sales employees
V. Compensation for contract employees
31. 31
Quality of work life
►This term has different meanings to
different people.
32. 32
Quality Circles
What is Quality Circle (QC)?
► Quality Circles are (informal) groups of employees who
voluntarily meet together on a regular basis to identify,
define, analyze and solve work related problems.
► Usually the members of a particular team (quality circle)
should be from the same work area or who do similar work
so that the problems they select will be familiar to all of
them. In addition, interdepartmental or cross functional
quality circles may also be formed.
► An ideal size of quality circle is seven to eight members.
But the number of members in a quality circle can vary.
33. 33
Objectives of Quality Circles
► Promote job involvement
► Create problem solving capability
► Improve communication
► Promote leadership qualities
► Promote personal development
► Develop a greater awareness for cleanliness
► Develop greater awareness for safety
► Improve morale through closer identity of employee objectives with
organization's objectives
► Reduce errors.
► Enhance quality
► Inspire more effective team work
► Build an attitude of problem prevention
► Promote cost reduction
► Develop harmonious manager, supervisor and worker relationship
► Improve productivity
► Reduce downtime of machines and equipment
► Increase employee motivation
34. 34
What Takes Place During Quality
Circle Meetings?
► Any of the several activities may occur during a
meeting such as:
► Identifying a theme or a problem to work on.
► Getting training as required to enable members to
analyze problems.
► Analyzing problem(s).
► Preparing recommendations for implementing
solution(s).
► Follow up of implementation of suggestions.
► Prepare for a presentation to the management.
35. 35
Structure of Quality Circles Program
Six Basic Elements
►Circle participants or members.
►Circle leaders/deputy leaders.
►Program facilitator.
►Steering/advisory committee.
►Top management.
►Non-participating management/members.
36. 36
Benefits of QC
► Self development.
► Promotes leadership qualities among participants.
► Recognition.
► Achievement satisfaction.
► Promotes group/team working.
► Serves as cementing force between
management/non-management groups.
► Promotes continuous improvement in products
and services.
► Brings about a change in environment of more
productivity, better quality, reduced costs, safety
and corresponding rewards.
37. 37
INDUSTRIAL RELATIONS
► The relationship between Employer and employee
or trade unions is called Industrial Relation.
Harmonious relationship is necessary for both
employers and employees to safeguard the
interests of the both the parties of the production.
► In order to maintain good relationship with the
employees, the main functions of every
organization should be to avoid any dispute with
them or settle it as early as possible so as to
ensure industrial peace and higher productivity.
38. 38
► Personnel management is mainly concerned with
the human relation in industry because the main
theme of personnel management is to get the
work done by the human power and it fails in its
objectives if good industrial relations are not
maintained. In other words good Industrial
Relation means industrial peace which is necessary
for better and higher productions.
► The term ‘Industrial Relations’ comprises of two
terms: ‘Industry’ and ‘Relations’. “Industry” refers
to “any productive activity in which an individual
(or a group of individuals) is (are) engaged”. By
“relations” we mean “the relationships that exist
within the industry between the employer and his
workmen.”
39. 39
► Definitions:-
i. Industrial Relation is that part of management which
is concerned with the manpower of the enterprise –
whether machine operator, skilled worker or manager.
-BETHEL, SMITH & GROUP
ii. Industrial Relation is a relation between employer
and employees, employees and employees and
employees and trade unions.
- Industrial dispute Act 1947
iii. While moving from jungle of the definitions, here,
Industrial Relation is viewed as the “process by which
people and their organizations interact at the place of
work to establish the terms and conditions of
employment.”
The Industrial relations are also called as labor
- management, employee-employers relations.
40. 40
Objectives of Industrial Relations
A. To safeguard the interest of labor and management by securing the
highest level of mutual understanding and good-will among all those
sections in the industry which participate in the process of
production.
B. To avoid industrial conflict or clash and develop harmonious relations,
which are an essential factor in the productivity of workers and the
industrial progress of a country
C. To establish and take care of the growth of an Industrial Democracy
based on labor partnership in the sharing of profits and of
managerial decisions, so that individuals personality may grow to
its full size for the benefit of the industry and of the country as well.
D. To eliminate, strikes, lockouts and gheraos by providing reasonable wages,
improved living and working conditions, said benefits.
E. To establish government control of such plants and units as are running at
a loss or in which productions has to be regulated in the public interest.
F. Improvements in the economic conditions of workers in the existing
state of industrial managements and political government
41. ► Three main parties are directly involved in industrial
relations:
Employers: Employers possess certain rights vis-à-vis labors. They
have the right to hire and fire them. Management can also affect
workers’ interests by exercising their right to relocate, close or
merge the factory or to introduce technological changes.
Employees: Workers seek to improve the terms and conditions of
their employment. They exchange views with management and
voice their grievances. They also want to share decision making
powers of management. Workers generally unite to form unions
against the management and get support from these unions.
Government: The central and state government influences and
regulates industrial relations through laws, rules, agreements,
awards of court ad the like. It also includes third parties and labor
and tribunal courts.
41
42. 42
The main features of Industrial Relations
i. Labor Relations, i.e. relations between union
and management.
ii. Employer-employees relations, i.e. relations
between management and employees.
iii. Group relations, i.e. relations between various
groups of workmen.
iv. Community or Public relations, i.e. relations
between industry and society.
v. Promotions and development of healthy labor-
managements relations.
vi. Maintenance of industrial peace and avoidance
of industrial conflict
vii. Development of true industrial Democracy.
43. 43
IMPORTANCE OF INDUSTRIAL
RELATIONS
1. Uninterrupted production
2. Reduction in Industrial Disputes
3. High morale
4. Mental Revolution
5. New Programs
6. Reduced Wastage
44. 44
Effects of poor Industrial Relations
► Poor Industrial Relation produces highly disquieting effects on the economic
life of the country. We may enumerate the ill-effects of poor Industrial
Relations as under
1. Multiplier effects: Modern industry and for that matter modern economy
are interdependent. Hence although the direct loss caused due to
industrial conflict in any one plant may not be very great, the total loss
caused due to its multipliers effect on the total economy is always very
great.
2. Fall in normal tempo : poor Industrial Relations adversely effect the
normal tempo of work so that work far below the optimum level. Costs
build up. Absenteeism and labor turnover increase. Plants discipline
breaks down and both the quality and quality of production suffer
3. Resistance of change : Dynamic industrial situation calls for change more
or less continuously. Methods have to be improved. Economics have to be
introduced. New products have to be designed, produced and put in the
market. Each of these tasks involves a whole chain of changes and this is
resisted bitterly if these are industrial conflict.
45. 45
Industrial Dispute
► According to Section 2(k) of the Industrial
Disputes Act, 1947 "industrial dispute" is
defined as, "Any disputes or differences between
employers and employers, or between employers
and workmen, or between workmen and
workmen, which is connected with the
employment or non-employment or the terms of
employment or with the conditions of labor, of any
person."
46. 46
► Let us understand that the definition identifies
three parties to disputes. They are:
(i) Employers and Employers
(ii) Employers and Workmen
(iii) Workmen and Workmen
Industrial dispute is disagreement and difference
between two disputants, namely, labor and
management. This disagreement or difference
could be on any matter concerning them individually
or collectively. It must be connected with
employment or non-employment or with the
conditions of labor.
47. 47
Cause of Industrial Disputes
► 1. Economic Cause: These causes may be
classified as:
Demand for increase in wages
Demand for higher gratuity and other retirement
benefits.
Demand for higher bonus.
Demand for paid holidays.
Reduction of working hours.
Better working conditions, etc.
Demand for certain allowances such as:
►House rent allowance.
►Medical allowance.
►Night shift allowance.
►Transportation allowance.
48. 48
► 2. Political Causes: Various political parties
control Trade unions in India. In many cases, their
leadership vests in the hands of persons who are
more interested in achieving their political
interests rather than the interests of the workers.
► 3. Personnel Causes: Sometimes, industrial
disputes arise due to personnel problems like
dismissal, retrenchment, layoff, transfer,
promotion, etc.
► 4. Indiscipline: Industrial disputes also take
place because of indiscipline and violence on the
part of the workforce. The managements to
control indiscipline and violence resort to lock –
outs
49. 49
►5. Miscellaneous causes: Some of the
other causes of industrial disputes can be:
Workers' resistance to introduction of new
machinery and change of place
Non- recognition of trade union
Rumors spread out by undesirable elements
Working conditions and working methods
Lack of proper communication
Behavior of supervisors
Inter trade union Rivalry etc
50. 50
Collective Bargaining
► Acc to Sydney and Beatrice Webb “collective
bargaining is a method by which trade
unions protect and improve the conditions
of their members” working lives.
► Collective bargaining is a process of discussion and
negotiation between two parties, one or both of
whom is a group of persons acting in consent.
more specifically, it is a procedure by which
employers and group of employees agree
upon the conditions of work.
51. 51
Characteristics of collective
bargaining
It is a group action as opposed to individual
action and is initiated through the
representatives of workers
It is flexible and not fixed or static
It is a two-party process
It is industrial democracy at work it is an
advanced form of human relations
It is industrial democracy at work
52. 52
Process of collective bargaining
► There are two stages in the process
The negotiation stage and
a) Identification of problem
b) Preparing for negotiations
c) Negotiations of agreement
The stage of contract administration
53. 53
Remedial measures to industrial
disputes
► What ever the causes of industrial disputes may
be , the consequences are harmful to all. For
management , disputes may result in loss of
production, revenue, profit and even sickness of
the plant. some of the methods available to solve
disputes are:
► Conciliation
► Adjudication
► Voluntary arbitration
54. 54
Grievance
According to Michael Jucius, “ A grievance can be any
discontent or dissatisfaction, whether expressed or not,
whether valid or not, and arising out of anything connected
with the company that an employee thinks, believes, or
even feels as unfair, unjust, or inequitable.”
A grievance means any discontentment or dissatisfaction
in an employee arising out of anything related to the
enterprise where he is working. It may not be
expressed and even may not be valid.
It arises when an employee feels that something has
happened or is going to happen which is unfair, unjust or
inequitable. Thus, a grievance represents a situation in
which an employee feels that something unfavorable to him
has happened or is going to happen.
In an industrial enterprise, an employee may have
grievance because of long hours of work, non-
fulfillment of terms of service by the management,
unfair treatment in promotion, poor working
facilities, etc.
55. 55
Forms of Grievances
A grievance may take any of the following forms:
► Factual: When an employee is dissatisfied with his job, for genuine or factual
reasons like a breach of terms of employment or any other reasons that are
clearly attributed to the management, he is said to have a factual grievance.
Thus, factual grievances arise when the legitimate needs are unfulfilled. The
problem that he has is real and not virtual
► Imaginary: When an employee’s grievance or dissatisfaction is not because of
any factual or valid reason but because of wrong perception, wrong attitude or
wrong information he has. Such a grievance is called an imaginary grievance.
Though it is not the fault of management, the responsibility of dealing with it
still rests with the management. So the problem is not real. It is in the mind or
just a feeling towards someone or something. So be careful your grievances
could be very much imaginary!
► Disguised: An employee may have dissatisfaction for reasons that are
unknown to himself. This may be because of pressures and frustrations that an
employee is feeling from other sources like his personal life. I am sure you will
agree that if you have fought at home and come to the institute, you cannot
concentrate in the class. Similarly if you have had a bad day in the institute,
that will reflect in the mood at home. We are all humans and are sensitive to
the environment that we operate in!
56. 56
Identifying Grievances
► Exit interview: Employees usually quit organizations due to
dissatisfaction or better prospects elsewhere. Exit interviews, if
conducted carefully, can provide important information about
employees’ grievances. This can help the management to gather
feedback and to genuinely incorporate feedback. The
management should carefully act upon the information drawn
from such employees .It should be careful that the
discontentment is reduced so that no more employees quit the
organization because of similar reasons.
► Gripe Boxes: These are boxes in which the employees can drop
their anonymous complaints. They are different from the
suggestion boxes in which employees drop their named
suggestion with an intention to receive rewards It is normally said
that if you want to progress in life, you should be close to critics.
These gripe boxes can perform the role of critics for the
organization. The management should carefully act upon the
information thus gathered. Now I don’t want to sound repetitive
by saying that the internal customers of an organization should be
satisfied if the external customers are to be kept happy.
57. ► Opinion Survey: The management can be proactive by
conducting group meetings, periodical interviews with
employees, collective bargaining sessions etc. through
which one can get information about employees’
dissatisfaction before it turns into a grievance.
► Open-door Policy. Some organization extend a general
invitation to their employees to informally drop in the
manager’s room any time and talk over their grievances.
This can be very effective because it ca n nip the evil in the
bud. That is it can take care of the problem before it gets
out of hand. In fact the management should hold formal
and informal get together with the employees. The
management should also remember that the employees
might just need a patient hearing at times. They need blow
off the steam as we hear it more commonly.
57
58. 58
Grievances Classification
(1) Grievances resulting from working conditions
Improper matching of the worker with the job.
Changes in schedules or procedures.
Non-availability of proper tools, machines and equipment for doing
the job.
Unreasonably high production standards.
Poor working conditions.
Bad employer – employee relationship, etc.
(2) Grievances resulting from management policy
Wage payment and job rates.
Leave.
Overtime.
Seniority and Promotional.
Transfer.
Disciplinary action.
Lack of employee development plan.
Lack of role clarity.
59. 59
►(3) Grievances resulting from
personal adjustment
► (i) Over – ambition.
► (ii) Excessive self-esteem or what we better know
as ego.
► (iii) Impractical attitude to life etc.
61. 61
Guidelines for Effective
Grievance Handling
► All grievances should be put into writing. Some proofs
required as well….
► Relevant facts about the grievance must be gathered. The
management should not haste!
► Decision taken to redress the grievance of the worker must
be communicated to him.
► Follow up action should be taken to know the response of
the forced employee. This is to make sure that he is happy
or not! At the end of the day the satisfaction of the
aggrieved party is necessary.
62. 62
ESSENTIALS OF A GRIEVANCE HANDLING
PROCEDURE
A grievance procedure should incorporate the following features:
► 1. Conformity with existing legislation: The procedure
should be designed in conformity with the existing statutory
provisions. Where practicable, the procedure can make use of
such machinery as the law might have already provided for.
► 2. Acceptability: Everybody must accept the grievance
procedure. In order to be generally acceptable, it must ensure
the following:
► A sense of fair-play and justice to the worker,
► Reasonable exercise of authority to the manager, and
► Adequate participation of the union.
63. ► 3. Simplicity: The following points should be noted in this
regard:
The procedure should be simple enough to be understood.
► The steps should be as few as possible.
► Channels for handling grievances should be carefully developed.
► Employees must know the authorities to be contacted at various
levels.
► Information about the procedure should be thoroughly
disseminated among all employees through pictures, charts,
diagrams, etc.
► 4. Promptness: Speedy settlement of a grievance is the
cornerstone of a sound personnel policy. It should be
remembered that justice delayed is justice denied. The
procedure should aim at a rapid disposal of the grievance.
This can be achieved by incorporating the following feature
in the procedure:
As far as possible, grievances should be settled at the lowest level
No matter should ordinarily be taken up at more than two levels, i.e.
normally there should be only one appeal.
Different types of grievances may be referred to appropriate authorities.
Time limit should be placed at each step and it should be rigidly followed at
each level.
63
64. 64
ESSENTIALS OF A GRIEVANCE HANDLING
PROCEDURE
► 5. Training: In order to ensure effective working of the
grievance procedure, it is necessary that supervisors and the
union representatives should be given training in working of
the grievance procedure. All the policies should be conveyed
to the concerned parties.
► 6. Follow-up: The personnel department should review the
working of the grievance procedure periodically and necessary
changes should be introduced to make it more effective. This
is generally ignored by the organizations. A regular follow up
of the system increase the faith of the people in the system.
Therefore it is necessary that the grievance procedure should
be reviewed whenever it is so required.
66. 66
Health and safety
►Health : It is a positive and dynamic
concept and implies more than an absence
of illness. W.H.O has defined health as
complete physical, mental and social
wellbeing and not merely the absence of
disease or infirmity.
►The basic objective of industrial health is
the prevention of diseases and injuries
rather than the cure of the disease.
67. 67
► Causes of bad health:
Defective nutrition
Un education
Inadequate medical and health organization
Other causes
► Suggestions and measures to improve health
conditions:
The various effects made by govt of India to improve the hygienic
conditions of industrial workers are appreciable but they are not
sufficient .for improving health, it is necessary that the that the
standard of living is improved and the better working conditions are
provided. following are some suggestions in this regard:
► Legislative measures
► Special advisory committee
► Improvement in housing conditions
► Regular medical checkup
► Education and training in industrial health
► Control up on noise
► Proper lighting etc
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►Safety : safety in simple terms means
freedom from the occurrence of injury or
loss. Industrial safety refers to the
protection of workers from the danger of
industrial accidents. Accident is an
unplanned event in which an action or
reaction of an object, a substance, a person
or a radiation results in personal injury.
►Industrial accident : It may be defined as
an occurrence which interrupts or interferes
with the orderly progress of work in an
industrial establishment.
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► Causes of accidents: accidents are usually the
result of a combination of factors each one of
which may vary from situation to situation . An
accident doesn't have a single cause but
multiplicity of cause which are often, or often
closely related .
► According to safety experts there are three basic
causes or factors contribute to accidents in
organizations:
1) Unsafe conditions
1) Nature of job
2) Nature of machinery and equipments
3) Poor physical conditions
4) Psychological climate at workplace
5) Work schedules
2) Unsafe Acts
3) Other causes
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Measures to prevent accidents
1. Proper selection of workers
2. Training
3. Strict discipline
4. Safety program
5. Statutory provisions
6. Safety policy
7. Safety committee
8. Safety devices
Need of safety
1. Cost saving
2. Increased productivity
3. Moral
4. legal
a
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Employee welfare
► It involves providing better working conditions like
proper lighting, cleanliness, low noise and
reasonable amenities like recreation, housing,
education etc.
Types of welfare services: many employers
nowadays offer the following welfare amenities
voluntarily such as:
Education
Housing
Transportation
Recreation etc.
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separation
► Separation is a cessation of service of agreement
with the organization for one or other reasons.
separations are painful to both the parties and
therefore be administrated carefully.
► methods of separations:
Lay-off
Dismissal or discharge
Suspension
Retirement
Retrenchment
