Demotion And Separation
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This document discusses demotion and separation policies in organizations. It defines demotion as assigning an employee to a lower rank and pay due to lower responsibility. Demotions can be involuntary due to performance issues or voluntary during a trial period. Causes of demotion include department combinations, job eliminations, inadequate performance, and technology changes. The document outlines steps for a clear demotion policy and communication. Separation types discussed are resignation, discharge, dismissal, suspension, retrenchment, and layoff, along with their definitions and common causes.
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Demotion
Demotion refers to assigning an employee to a job with lower rank, status, and pay in the organizational hierarchy. It should only be used tactfully when absolutely necessary to avoid negatively impacting employee job satisfaction and morale. Common factors for demoting an employee include adverse economic conditions reducing jobs, employees failing to meet requirements for higher level roles after being promoted, and inability to adjust to technological changes. While demotion can be used as a disciplinary measure, it should not be used as a penalty for issues like poor attendance alone. Any demotion policy should clearly specify allowable circumstances, have consistent and equitable application following a fair investigation, and include nature, basis, and appeal review process for transparency.
Performance appraisal
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
placement & induction
Placement involves matching qualified candidates to suitable job roles within an organization. It aims to improve employee morale and reduce turnover by considering a candidate's skills, abilities, and expectations. Induction is the process of introducing a new employee to their department, job role, and company work culture through orientation sessions and training. The goals of induction are to build employee confidence, reduce confusion, and help the new employee integrate within the organization.
Promotion, Transfer And Seperation
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
Disciplinary action
This document discusses employee discipline in an organization. It begins by defining discipline and its objectives, which include developing self-control in employees and making them more efficient. It describes the types of discipline as positive (using rewards) and negative (using punishment). The key aspects of disciplinary procedures are outlined, including issuing a charge sheet, show cause notice, domestic inquiry process, and adhering to principles of natural justice. Disciplinary actions can include warnings or dismissal if misconduct or poor performance continues. The payment of subsistence allowance during suspensions is also covered. Overall, the document provides an overview of the meaning, objectives, types, procedures and actions related to employee discipline.
Job analysis
This document discusses job analysis and job design. It defines a job and explains that job analysis is the systematic process of collecting information about a job such as duties, responsibilities, skills required, and work conditions. The key components of job analysis are the job description, which provides details of what the job entails, and the job specification, which outlines the qualifications needed. Job design involves configuring jobs to meet organizational needs while satisfying employees. Different techniques of job design discussed are job simplification, enlargement, enrichment, and rotation.
Promotion,demotion etc
This document discusses changes in personnel status within an organization. It covers promotion, which involves moving to a higher level job through demonstration of good performance. Demotion moves an employee to a lower level job as a disciplinary action or due to inability to perform duties. Transfer involves a lateral move to another similar role. Layoff is initiated by management during downturns. Resignation and retirement occur when employees voluntarily leave their roles. Termination ends the employment relationship due to some fault of the employee.
Job Analysis- PowerPoint Presentation
job analysis ppt, what is job analysis, job description and job specification, methods of job analysis, process of job analysis, purpose of job analysis, problems and guidelines for job analysis
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Demotion
Demotion refers to assigning an employee to a job with lower rank, status, and pay in the organizational hierarchy. It should only be used tactfully when absolutely necessary to avoid negatively impacting employee job satisfaction and morale. Common factors for demoting an employee include adverse economic conditions reducing jobs, employees failing to meet requirements for higher level roles after being promoted, and inability to adjust to technological changes. While demotion can be used as a disciplinary measure, it should not be used as a penalty for issues like poor attendance alone. Any demotion policy should clearly specify allowable circumstances, have consistent and equitable application following a fair investigation, and include nature, basis, and appeal review process for transparency.
Performance appraisal
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
placement & induction
Placement involves matching qualified candidates to suitable job roles within an organization. It aims to improve employee morale and reduce turnover by considering a candidate's skills, abilities, and expectations. Induction is the process of introducing a new employee to their department, job role, and company work culture through orientation sessions and training. The goals of induction are to build employee confidence, reduce confusion, and help the new employee integrate within the organization.
Promotion, Transfer And Seperation
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
Disciplinary action
This document discusses employee discipline in an organization. It begins by defining discipline and its objectives, which include developing self-control in employees and making them more efficient. It describes the types of discipline as positive (using rewards) and negative (using punishment). The key aspects of disciplinary procedures are outlined, including issuing a charge sheet, show cause notice, domestic inquiry process, and adhering to principles of natural justice. Disciplinary actions can include warnings or dismissal if misconduct or poor performance continues. The payment of subsistence allowance during suspensions is also covered. Overall, the document provides an overview of the meaning, objectives, types, procedures and actions related to employee discipline.
Job analysis
This document discusses job analysis and job design. It defines a job and explains that job analysis is the systematic process of collecting information about a job such as duties, responsibilities, skills required, and work conditions. The key components of job analysis are the job description, which provides details of what the job entails, and the job specification, which outlines the qualifications needed. Job design involves configuring jobs to meet organizational needs while satisfying employees. Different techniques of job design discussed are job simplification, enlargement, enrichment, and rotation.
Promotion,demotion etc
This document discusses changes in personnel status within an organization. It covers promotion, which involves moving to a higher level job through demonstration of good performance. Demotion moves an employee to a lower level job as a disciplinary action or due to inability to perform duties. Transfer involves a lateral move to another similar role. Layoff is initiated by management during downturns. Resignation and retirement occur when employees voluntarily leave their roles. Termination ends the employment relationship due to some fault of the employee.
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Promotion
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Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
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3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
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Promotion transfer l13
This document discusses various types of employee transfers, promotions, demotions, and separations. It defines each term and outlines policies and procedures organizations should have in place to manage these human resource activities. Transfers can be used to better utilize employees or adjust the workforce. Promotions motivate employees and reward merit and seniority. Demotions are typically performance-based or due to adverse business conditions. Separations include resignation, retirement, layoffs, and termination. Clear policies help employees understand expectations for transfers, promotions, discipline, and separation.
Promotion, transfer
The document discusses various types of employee movements within an organization such as promotion, transfer, and separation. Promotion involves an upward movement to a higher position with increased pay and responsibilities. Transfer is a lateral or horizontal movement to a different job or location without changes to pay or responsibilities. Separations can be voluntary through retirement or quitting, or involuntary through layoffs, retrenchment, or termination. The principles and purposes of these movements are outlined along with guidelines for managing separations such as downsizing.
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Transfer, Promotions and DemotionsWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
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http://www.welingkaronline.org/distance-learning/online-mba.html
Promotion
Promotion refers to an upward movement of an employee to a higher position with increased pay, responsibilities, and status. The main purposes of promotion are to develop employees and fill higher level roles internally. The key bases of promotion are seniority, merit, and a combination of both. Seniority considers length of service while merit evaluates skills, abilities, and performance. Demotion is the opposite of promotion, involving a shift to a lower position with decreased responsibilities and rank, and can occur due to poor performance or other causes.
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This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
RECRUITMENT AND SELECTION
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Compensation & Benefits Management - HRM
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
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The document discusses employee benefits and services. It provides definitions and examples of benefits like paid time off, health insurance, retirement plans. It explains that benefits are used to attract, retain, and motivate employees. The document also covers factors that influence benefit decisions, common types of benefits, and some potential issues with benefits programs.
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This document discusses human resource management and compensation administration. It defines compensation as financial and non-financial rewards provided to employees in exchange for their services, including wages, salaries, paid time off, insurance, and retirement benefits. It outlines the purposes of compensation as attracting capable employees, motivating performance, and reducing employee turnover. It also describes the role of human resource managers in developing compensation programs and policies to attract, retain, and motivate diverse workforces.
Recruitment, selection, placement, induction
The document discusses the recruitment, selection, placement and induction process. It defines each step and provides details on:
- The recruitment process including identifying vacancies, choosing internal/external methods, and evaluating.
- Selection involving screening, interviews, tests and final selection. Different types of interviews and tests are outlined.
- Placement which determines the appropriate job for the candidate.
- Induction training which familiarizes new employees with policies, colleagues, and their role through general and job-specific training. The goals of induction are also stated.
Wages & salary administration
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
Promotion
promotion plays key in development of an employee it is in the form of monetary and non monetary form. it gives motivation to the employee so that employee moves forward personally and as well professionally.
JOB ANALYSIS - PROCESS
hai its my first upload to this website please analyse and give me suggestions for any improvements beacuse i am an MBA student i want to learn something more
Selection Process
This document discusses the selection process in human resource management. It defines selection as the process of making hire/no-hire decisions regarding job applicants and dividing candidates into those offered employment and those not. The importance of selection is that it selects suitable candidates, determines abilities, places the right candidate in the right job, generates information about candidates, and saves costs. The key differences between recruitment and selection are that recruitment attracts candidates while selection chooses from among them. The selection process involves screening applications, tests, interviews, medical exams, reference checks, and final hiring decisions.
Recruitment, Selection, and Placement
Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention.
3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
The priority is to first have clear job descriptions. Then consider internal candidates for promotion which supports retention. Only
Compensation Management importance and factors influencing compensation
Compensation is what employees receive in exchange for their work, including both monetary and non-monetary benefits. It is important for both motivating employees and reducing costs for organizations. Many factors influence compensation, including external factors like the labor market, cost of living, unions, and laws, as well as internal factors like the organization's compensation policies, ability to pay, job analyses, and individual employee performance. Effective compensation systems can help organizations attract, retain, and motivate talented staff.
Reward system in HRM
This document discusses reward systems and employee motivation. It defines rewards as benefits received by employees for job performance. There are intrinsic rewards like a sense of achievement, and extrinsic rewards provided by managers like recognition and bonuses. An effective reward system aligns rewards with organizational goals to motivate employees. It should involve employees and set transparent standards. Recognizing accomplishments, offering varied rewards, and changing rewards frequently can help consider different employees. The conclusion emphasizes the importance of a comprehensive reward system that provides both intrinsic and extrinsic factors to create long-lasting employee engagement.
Human Resource Management
This topic is about the management of human resource in a efficient way for the betterment of an organization and how it can be used to stabilize and economically power the employee as well as the organization.
Employee discipline
Employee discipline involves orderliness, consistency with accepted norms, and absence of chaos. It can be positive through rewards and leadership or negative through punishments. Causes of indiscipline include unfair practices, lack of leadership, communication barriers, unresolved personnel issues, victimization, and lack of a code of conduct. Principles of discipline include understanding human behavior, consultation, reasonable rules, emphasis on prevention, and impartial appeals processes.
Executive Development
Executive development refers to systematic efforts to help managers improve their skills and abilities in order to perform current and future leadership roles more effectively. The document discusses various on-the-job and off-the-job techniques used for executive development, including coaching, job rotation, case studies, role playing, and sensitivity training. It emphasizes that executive development aims to not only improve current job performance but also prepare managers for higher level positions by developing their conceptual skills and awareness of human behavior.
Training & development
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
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The document discusses the golden handshake, which is a voluntary retirement scheme used in India to reduce excess manpower. It outlines reasons for proposing a golden handshake like recession or downsizing. The procedure involves issuing a circular with eligibility details and benefits like provident fund and gratuity. Potential merits are reduced conflicts and flexibility, while demerits include fear/uncertainty for employees and loss of good employees. Examples given include suicide cases of voluntarily retired persons and failure of businesses started thereafter.
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This document discusses various types of employee transfers, promotions, demotions, and separations. It defines each term and outlines policies and procedures organizations should have in place to manage these human resource activities. Transfers can be used to better utilize employees or adjust the workforce. Promotions motivate employees and reward merit and seniority. Demotions are typically performance-based or due to adverse business conditions. Separations include resignation, retirement, layoffs, and termination. Clear policies help employees understand expectations for transfers, promotions, discipline, and separation.
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The document discusses various types of employee movements within an organization such as promotion, transfer, and separation. Promotion involves an upward movement to a higher position with increased pay and responsibilities. Transfer is a lateral or horizontal movement to a different job or location without changes to pay or responsibilities. Separations can be voluntary through retirement or quitting, or involuntary through layoffs, retrenchment, or termination. The principles and purposes of these movements are outlined along with guidelines for managing separations such as downsizing.
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To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
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A change in an employee's employment status requires a personnel action by the human resources department based on a request from the employee's department. Such requests should include the old and new employment information and effective date. Employees may progress through a job hierarchy from entry-level positions requiring less skill to jobs requiring more knowledge and skill. Organizations also have career paths representing lines of advancement within occupational fields. Employment status types include full-time, part-time, probationary, permanent, and others. Promotions consider performance records, potential ability, recommendations, and sometimes seniority. Demotions and separations like resignations and terminations also affect employment status.
Internal mobility & separations
This document discusses various types of internal employee mobility and separations within an organization. It describes promotion as upward movement to a higher position with increased pay and responsibilities. Lateral transfers move employees to different roles at the same level, while demotions lower employees' positions. Separations occur when employees leave the organization, such as through retirement, resignation, layoffs or termination. The document provides details on the objectives, types and processes around these different forms of internal employee movement and separation.
Seperation in HR Managment.pdf
Employee Separation is the discontinuation of his employment contract with the company. The companies and employees must specify valid reasons behind separation. The process may be upsetting for both, company and its employees. Hence, the employee separations should be planned and reasonable.
The employer should provide the required guidance to employees.
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1) Demotion refers to lowering an employee's status, salary, and responsibilities by shifting them to a job with lower rank. It is the opposite of promotion.
2) Common causes of demotion include inadequate job performance, organizational restructuring requiring staff reductions, and using demotion as a disciplinary action for errant employees.
3) When demoting an employee, managers should have a clear policy outlining offenses and investigation procedures to avoid grievances from unions. Any demotion should be for consistent and justifiable reasons with an opportunity for review.
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Downsizing is difficult. It’s difficult for the executive deciding who to retrench, the line manager delivering unwelcome news and the HR manager motivating employees who remain. And of course it’s particularly difficult for those most affected - the employees who are made redundant. Perhaps that’s why so many companies get the redundancy process wrong.Similar to Demotion And Separation (20)
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Demotion And Separation
- 2. DEMOTION DEFINITION: The assignment of an individual to a job of lower rank and pay usually involving lower level of difficulty and responsibility. FEATURES • The pride of the employee suffers. • Keeps the employees alert and alive to their responsibilities and duties.
- 3. TYPES OF DEMOTION Demotion Involuntary Voluntary Expiration No Fault Managerial of Performance Trial Issue Employee Period
- 4. CAUSES Combination of departments and Elimination of jobs. Inadequacy and bad performance. Change in technology.
- 5. DEMOTION POLICY STEPS Frame a clear list of rules, violation of which will lead to employee demotion. Communicate the same to the employees . Thorough investigation of any violation. The discovered violation should follow an equitable application of penalty. There should be a proper review.
- 6. SEPARATION It means termination of service with the organisation for one or the other reason. Exited in structured and in an orderly manner. The employees are separated from the payroll of the company .
- 7. TYPES Resignation Discharge and dismissal Suspension and retrenchment Layoff
- 8. RESIGNATION Voluntary by the employee cause of: Physical disability Health Better opportunities elsewhere, etc. Involuntary / compulsory When an employee is asked to put his resignation in order to avoid termination against negligence of duty or some other charge.
- 9. DISCHARGE Permanent separation for violation of company’s rules or for inadequate performance . CAUSES Frequent causes Infrequent causes Other causes
- 10. DISMISSAL Removal on the ground of misconduct. Continuous absence from duty for more than five years
- 11. SUSPENSION Placing an employee in a temporary status without duties and pay. Further violation of rules could result in the removal.
- 12. RETRENCHMENT Permanent termination of an employee. Termination as a punishment given by way of retirement, disciplinary action, continued ill-health, closure of business does not constitute retrenchment. Entitled to both compensation and gratuity.
- 13. LAY-OFF Temporary / permanent removal of an employee for business reasons. CAUSES Breakdown of machinery Seasonal fluctuations in market Loss of sales Shortage of resources Production delays, etc.