Hrm rebello sir

Manpower Planning
The need for companies to take a searching look at their future manpower requirements has become
more and more evident, and manpower planning is more important for management than it has ever
been. There are three main arguments in favour of manpower planning. Firstly, there is considerable
evidence to indicate that for some time to come there will be a shortage of quality manpower,
particularly technological and scientific manpower, the demand for which is steadily increasing.
Secondly, changes in manpower requirements in skill terms are likely to be much more rapid in the
future than they have been in the past. No longer is a man able to learn a skill in his youth which will
carry him through the whole of his working life; it is probable that the young and the not so young
man will have to change his skill once, or even twice, in the course of his working life. Thirdly, the
ever increasing costs of manpower. Demands for higher standards of living and increased leisure are
tending to push these up at an even faster rate.

Assuming that the average stay in a company of a newly recruited graduate engineer is three years,
and that such a recruit is normal, but not exceptional; then the cost in salary alone over the three-year
period is likely to be (at current values) of the order of Rs. 8,000/- per month. If, however, one adds
on the other costs of staff pensions, various fringe benefits, accommodation and office services, etc.
then the total cost is of the order of Rs. 20,000/- per month.

No one contemplating the purchase of a piece of plant or equipment, with a similar life-span, costing
that amount would do so without the most careful study of its suitability for the purpose for which it
was intended, its capacity, the means by which that capacity could be utilized to the full, its place in
the scheme of production, and the expected return on the investment. Few companies apply the same
level of criteria of consideration to manpower. The reason for this difference in approach lies in the
traditional attitude to manpower as a cost rather than as an investment. Yet while machinery
depreciates and eventually become obsolete, properly developed manpower can continue to grow in
usefulness and capacity.
The view that there is likely to be a shortage of quality staff over the longer term, or in the one that
presently exists, is not universally shared. Some take the view that there is considerable under-use of
talents and abilities, and that there is a large, as yet untapped, potential for the exercise of higher skills
if only adequate training and education can be made available. This, in itself, is a very large subject.
The objective of manpower planning is, and must be, to improve manpower utilisation and to ensure
that there is available manpower of the right number and the right quality to meet the present and
future needs of the organisation. It must, therefore, produce, a realistic recruitment policy and plan
and must be very much concerned with costs and productivity.

Role and Content of Manpower Planning
Manpower planning, in its broadest sense, covers all those activities traditionally associated with the
management of personnel – records, recruitment, selection, training and development, appraisal, career
planning, management succession and so on. But it is important, both for analytical purposes and
ultimately for executive purposes, to disentangle these activities and to think of them as a number of
sequential phases. The three main phases as illustrated in Figure 1 (below) are:

Phase 1: The development of manpower objectives: This is concerned with the development of
forecasts of the manpower necessary to fulfill the company’s corporate objectives, with looking at the
totality of situations rather than at individuals. It is concerned with detailed analysis in order to
identify and foresee problem areas, to assess future demands and to establish how those demands may
be met. It is directed towards the development of manpower strategy as an integral part of company
strategy.

Phase 2: The management of manpower: In this phase, the question is one of managing manpower
resources to meet objectives and the development, in more specific and individual terms, of
recruitment plans, training and development plans, succession plans, appraisal systems, etc.

Phase 3: Control and evaluation: This concerns the continual evaluation and amendment of plans in
the light of achievement and changing circumstances. Planning starts from a given factual position
and tries to look ahead through a range of possibilities. Evaluation in this context means thoroughly
checking forecasts and forecasting methods against what eventually happens, and making such
revisions as may prove necessary. Any planning activity must have a system for this regular checking
built into it. In other words, planning must be a continuing process. The components of the second
phase are fairly familiar in industry and are often taken to be synonymous with manpower planning.

It is the ultimate aim of any complete system of manpower planning that all three phases should be
fully integrated. Manpower planning must be fully integrated with the company plan. Indeed without
a company plan, there can be no realistic manpower planning.

Figure 1: A procedure for a manpower planning

Company Objectives , Policies and Plans

Economic Organisation Strategic
Forecasts objectives plans

Manpower Analysis
(Current situation) Manpower forecasts Phase
one
Inventory (Future situation)
Employment Overall Unit Budget Management
Productivity manpower Manpower agreement manpower
Organisation forecast forecast estimates

Top Management Manpower objectives and
Approval Policies

Manpower Plans and Programs
Recruitment and selection Phase
Redundancy two
Retirement and remuneration
Training
Appraisal and development
Efficiency investigation

Phase
three

Control and
Evaluation

The present position and the analysis of trends
In manpower planning there are three basic elements to be considered the present stock of manpower;
wastage, and future requirements for manpower. Information will be needed in a series of
permutations and combinations according to the needs of the company. The following are the basic
‘building blocks’ that will probably be needed in most circumstances:

• Present total manpower.
• Manpower resources by appropriate planning groups, for example, sex, grade,
function/department, profession/skill, qualification, age group, and length of service.
• Total manpower costs.
• Total costs by appropriate component elements, for example, salaries, wages, pension
contributions, welfare, canteen, etc.
• Costs by functions/departments.
• Costs indices and ratios (see control and evaluation below).
• Total numbers related to sales, production or such other criteria as may be appropriate, in
physical and financial terms.
• Attrition and retention rates by appropriate groups, that is, overall, by function/department,
profession, sex, age group, etc.
• Recruitment patterns by age, education, etc. for each function/department.
• Resources of promotable staff.

Forecasting future manpower movements
Future manpower requirements are self-evidently governed by the company’s corporate plan and they
can only be considered in that context. Indeed, without a corporate plan there can be no realistic
manpower plan. It follows that no forecast for the forward demand of manpower can be more precise
than the formulation of the company’s overall objectives. Clearly, it is also important that a
company’s objectives should be so stated as to be interpretable in terms of manpower involvement.
The factors affecting manpower demand fall into two main groups: trading and production patterns
and technological change. Some indication of the extent to which volume and patterns of trade, and
technological change affect manpower will have been gathered from the analyses.

Control and Evaluation
Two broad and complementary approaches to the control and evaluation of the manpower plan are
necessary, one in terms of numerical trends and the other in terms of costs criteria.

Assuming that the planning period is of five years, then the plan prepared in 1992 would go through to
the end of 1997. In the autumn of 1993, the plan should have been reviewed and up-dated where
necessary and extended to include 1998. The first step is, as has been stated, the review and up dating
of the corporate plan. This normally takes the form of a package of expectations and objectives, all of
which are considered mutually consistent and feasible. The strategy for achieving these objectives
determines the form of organisation to be used and the amount and form of resources required,
including manpower.

In this review, management will want to question the degree to which the various specific goals of the
manpower plan were achieved. This can be shown by the use of a number of numerical controls and
gauges, such as change in numbers by total/department/function, changes in wastage (turnover) rates
and the reasons for wastage, changing age structures and their implications, all related to the original
targets set.

Another approach, which has been found useful in giving a comparative picture of the contribution
being made by personnel to the operation of the company, is the development of cost ratios.

Conclusion
In a world of rapidly changing technology with an ever-growing demand for more and different skills,
the need to plan manpower is as great as the need to plan any other resource. The prosperity and
growth of any company rests, in the end, on the quality of its manpower and the extent to which their
talents are utilized to the full.

Manpower planning is concerned with safeguarding the future, with preventing the loss of
opportunities through lack of appropriate human abilities and the wastefulness of ‘over-braining’ the
organisation. It emphasizes the need for rationalization in keeping with modern needs and
technological capabilities and the development of organisation structures to match.

Job Analysis – A Definition
Job analysis is the process of collecting, analyzing and setting out information about jobs in order to
provide the basis for a job description or role definition and data for job evaluation, performance
management and other human resource management purposes.

A distinction should be made between a job description and a role definition. A job description sets
out the purpose of a job, whether it fits in the organisation structure, the context within which the job
holder functions and the principal accountabilities of the job holders, or the main tasks they have to
carry out. A role definition additionally describes the part to be played by individuals in fulfilling
their job requirements. Role definitions refer to broader aspects of behaviour, for example, working
flexibly, working with others and styles of management. They may incorporate the results of skills or
competence analysis.

Job Analysis in Practice
Job analysis is an analytical process involving gathering facts, analyzing and sorting these facts and re-
assembling them into whatever consistent format is chosen. Job analysis gets the facts about a job
from jobholders, the jobholder’s manager (preferably both) and the jobholder’s colleagues or team
mates. It is not a matter of obtaining opinions or making judgments. What goes into a job description
should be what actually happens and why, not what people would like to think happens, or what they
feel people should be like to make it happen. Thus judgmental statements such as ‘Carries out the
highly skilled work of…’ should be avoided (who is to say that the work is highly skilled and in
comparison with what?)

The facts can be obtained by interviews (the best but time-consuming way) or by asking jobholders
and/or their managers to write their own job descriptions in a structured format. It is helpful in both
cases to be quite clear about the questions to be asked and answered and it is essential in the latter case
to provide guidance on how the analysis should be carried out and expressed on paper. Alternatively
questionnaires can be used – either universal questionnaires or those designed for job families:

• Universal questionnaires
Universal questionnaires are designed to cover all the jobs to be analyzed. They are typically used in
association with computer-assisted job evaluation. They should be tailored to the particular
organisation and the range and type of jobs to be covered, and they should focus on those aspects of
performance and values which are considered to be important in the organisation concerned.

• Job family questionnaires
Job family questionnaires are designed to establish the main factors which differentiate between jobs
at different levels in a job family. A job family consists of jobs in a particular function or discipline
such as research scientist, development engineer or personnel specialists which are related in terms of
the fundamental activities carried out but are differentiated by the levels of responsibility, skill or
competence required. A job family questionnaire is designed with the advice of an expert team of
managers from the organisation.

Job analysis interview check lists
• What is your job title?
• To whom are you responsible?
• Who is responsible to you? (An organisation chart is helpful).
• What is the main purpose of your job? i.e. in overall terms, what are you expected to do?
• To achieve that purpose, what are your main areas of responsibility (e.g. principal
accountabilities, key result areas or main tasks)? Describe what you have to do and also

indicate why you have to do it? i.e. the results you are expected to achieve by carrying out the
task.
• What are the dimensions of your job in such terms as output or sales targets, numbers of items
processed, numbers of people managed, and number of customers?
• Is there any other information you can provide about your job to amplify the above facts, such
as:
- how your job fits in with other jobs in your department or in the company;
- flexibility requirements in terms of having to carry out a range of different tasks;
- how work is allocated to you and how your work is reviewed and approved;
- your decision-making authority;
- the contacts you make with others, inside and outside the company – the equipment, plant
and tools you use;
- other features of your job such as traveling or unsocial hours or unusual physical
conditions;
- the major problems you meet in carrying out your work;
- the knowledge and skills you need to do your work.

The aim is to structure the job analysis interview or questionnaire in line with these headings.

Analyzing the facts
However carefully the interview or questionnaire is structured, the information is unlikely to come out
neatly and succinctly in a way which can readily be translated into a job description or role definition.
It is usually necessary to sort out, rearrange and sometimes rewrite the information.

Management By Objectives (MBO)
Management by Objectives is basically a process whereby the superior and the subordinate managers
of an enterprise jointly identify its common goals, define each individual’s major areas of
responsibility in terms of the results expected of him, and use these measures as guides for operating
the unit and assessing the contribution of each of its members. A number of companies have had
significant success in broadening individual responsibility and involvement in work planning at the
lowest organisational levels. The concept rests on a philosophy on management that emphasizes an
integrated between external control (by managers) and self-control (by subordinates). It can apply to
any manager or individual no matter what level or function, and to any organisation, regardless of size.

The smooth functioning of this system is an agreement between a manager and subordinate about that
subordinate’s own or group performance goals during a stated time period. These goals can
emphasize output variables or intervening variables, or a combination of both. The important thing is
that goals are jointly established and agreed upon in advance. This is followed by a review of the
subordinate’s performance in relation to accepted goals at the end of the time period. Both superior
and subordinates participate in this review and in any other evaluation that takes place. Consultation
and participation in this area tend to establish personal risk for the attainment of the formulated
objective by those who actually perform the task.

Prior to settling individual objectives, the common goals of the entire organisation should be clarified,
and at this time, any appropriate changes in the organisation structure should be made: changes in
titles, duties, relationships, authority, responsibility, span of control, and so forth.

Throughout the time period what is to be accomplished by the entire organisation should be compared
with what is being accomplished; necessary adjustments should be made and inappropriate goals
discarded. At the end of the time period a final mutual review of objectives and performance takes
place. If there is discrepancy between the two, efforts are initiated to determine what steps can be

taken to overcome these problems. This sets the stage for the determination of objectives for the next
period.

Theories of Motivation
There is no simple formula to motivate people. But if you look at the theoretical emphasis of the
behavioural scientists who have been studying motivation, there is a surprising degree of agreement.

Maslow
Hierarchy of Needs or Deficient Theory of Motivation
Needs are arranged in a definite sequence of domination i.e., unless the needs of lower order are
reasonably satisfied, those of the higher order do not dominate.

Lower/primary order needs includes basic physiological needs & safety and security.
Higher/secondary needs are belonging or social needs, esteem and self-actualization needs.
Self-actualization
Esteem
Belonging
Safety
Physiological

McClelland
Achievement Theory of Motivation
• We have three basic social needs: affiliation, power & achievement.
• Need for achievement : The drive to excel, to achieve in relation to a set of standards, to strive
to succeed.
• Need for affiliation : The drive for friendly and close interpersonal relationships.
• Need for power : The need to make others behave in a way that they would not have behaved
otherwise.

Herzberg’s Two-Factor Theory of Motivation
In the first category are Maintenance or Hygiene factors, which are necessary to maintain a
reasonable level of job satisfaction. Absence of these factors may dissatisfy the employee but will
not demotivate them. In the Second category are the Motivators since they seem to be effective in
motivating people to superior performance.

Hygiene/Maintenance Motivators

• Company policy & Adm. • Achievement
• Relationship with supervisor • Recognition
• Working conditions • Work
• Salary • Responsibility
• Relationship with peers • Advancement
• Personal life • Growth
• Relationship with subordinates
• Status
• Job security
• Technical supervision

McGregor’s Theory X and Theory Y
Theory X emphasizes on discipline, incentive programs, welfare measures, close supervision, pension
and other benefit programs.

Theory Y represents the democratic approach and gives to the employees scope for creativity and
responsibility. It stresses man’s need for work, responsibility and involvement in serious endeavour;
work force is a reservoir of untapped imagination, intelligence and commitment.

Motivating Climate
Even if all your subordinates have high potential for self motivation, a climate should be provided to
flourish it. Some suggestions on how to develop such an atmosphere:
• Establish clear-cut objectives and standards. The individual must know what is expected of him.
• Evaluate the employee’s progress against these yardsticks.
• Discuss his progress with him as often as possible - help him to make necessary adjustments.
• Take prompt corrective action - including disciplinary action when necessary. Good discipline is
essential to any healthy environment.
• Use rewards promptly. Rewards must be tied to the specific result and commensurate with the
contribution. There must be some differentiation between those who contribute and those who do
not. Otherwise, there is no advantage in turning out a superior performance.
• Encourage and appreciate excellence among your people. Frequently when you expect great
things of people, they will deliver beyond their own expectations.
• Try to assign intermediate goals to give the feeling of achievement. A series of small successes
can build confidence and expand their horizons.
• Give a man difficult challenges on occasion, particularly in less critical areas and after he has had a
few successes to build his ego.
• Give him an understanding of the organisation’s total goal and the part that he is contributing.
This provides him with a sense of involvement essential to his need to grow and develop.

Non-Financial Motivators
Appraisal, Praise or Recognition
Praise has its greatest value when it is given and received as recognition. An employee would
naturally want to be praised by his boss and his colleagues for any work done well. Recognition
satisfies human need for esteem by others and his self-esteem. It can be shown in the form of:
- Pat on the back
- Recommendation for a pay raise
- Promotion
- Assignment of more interesting tasks
- Awards
- Banquets honoring certain individual
- Certificates, Plaques etc

Status and Pride
Pride is regarded as a powerful and valuable motivator towards higher productivity. Status refers to
“the social rank of a person”. It satisfies the social and egoistic needs. Management can satisfy this
need by establishing status symbol and distinctions in the organisation by providing:
- Good furniture/artistic curtains for the office
- Private lockers
- Separate cabins/chambers
- Suitable desks with drawers etc.

Competition
Competition to certain extent should be encouraged in the organisation. It may be in regards to sales,
production or safety measures. However, competition leading to jealousy and hostility among the
competing members and giving rise to a sense of frustration should not be encouraged.

Delegation of Authority
An individual entrusted with authority has the right to act, to direct and to requisition resources needed
to perform a designated activity. The delegation of substantial amount of responsibility to execute a
given task often proves to be a strong motivating force.

Participation
Management must encourage its employees to participate in areas such as decision making to improve
the working conditions. This will satisfy the employee’s ego and self-esteem. It will also give an
outlet to creativity and initiatives.

Job Security
Job security implies that an employee would continue on the job in the same plant or elsewhere and
that he shall enjoy economic, social security through health and welfare programs. The welfare
programs should provide security against sickness, unemployment, disability, old age and death. Job
security should make arrangements to accommodate surplus manpower in the organisation.

Job Enlargement
It is a process of increasing the complexity of job in order to appeal to the higher-order needs of the
employees. Job enlargement implies that the employee performs more varied tasks, which are all on
the same level. The idea is to make the job less monotonous. The basic principle in job enlargement
is to provide employees with opportunities to make greater use of their minds and skills so that they
are able to satisfy their need for self-esteem and dignity.

Job Rotation
The basic objective of job rotation is to increase the skill and knowledge of an employee about related
jobs. It is basically shifting an employee from one job to another so that monotony and boredom is
reduced. An employee learns to do all the different activities necessary for an operation or unit of
work.

Job Loading
To make a job more interesting Horizontal or Vertical job loading is done. In Horizontal job loading,
the employee is given more work at the same level at which he is currently performing. In Vertical
job loading, jobs are restructured to include larger areas of responsibility and make it intrinsically
more interesting.

Job Enrichment
Job Enrichment is usually more successfully in improving quality of the work than its quantity. The
job to be performed should be less structured and less routine. The quality of work is of prime
consideration for enriching a job. The goal of this exercise is not merely to make the work more
varied but to make “every employee a manager”. The job is made to deal with the higher order needs
of an employee such as need for advancement, recognition, growth and responsibility.

Quality of Work Life
The term “Quality of Work Life” means different things to different people. In reference to the work
and its environment in which the employee performs his job, the following are few factors which will
improve the quality of work life:
- Adequate and fair compensation
- Security and growth opportunity
- Safe and healthy working conditions
- Opportunity to use and develop creativity
- Respect for the individual’s personal rights
- Work and family life

Job Sharing or Twinning
It is novel system, in which two employees prefer to divide one full-time job, especially:
- mother and father who want to spend more time with their families
- the older people - who want to retire gradually
- those with physical limitations
- Students
• In such system, the hours of work, salary and other fringe benefits are shared between both the
parties.

Flexitime or Flexible Working Hours
For flexitime employees have the freedom to choose within certain limitations, what time they begin
and finish their job each day. It wipes out the 9 to 5 syndrome faced by many employees and enables
them to enjoy hours that closely match their personal styles. It improves morale, increases
productivity and gives employees a greater sense of control over their own lives.

Change Management

“To improve is to change. To be perfect is to change often”.
- Winston Churchill

Change
Change is the name of the game in management today. Market, product and competitive conditions
are rapidly changing. Change is an alteration in the existing field of forces (external & internal) that
tends to affect the equilibrium of an organization.
In an era of accelerating change, organization’s degree to excellence is judged by its ability to cope
with these changes. Organizations either become more adaptive, flexible and anticipative or they
become rigid, stagnant and react to change after the fact, often when it is too late. Therefore,
Managers must do more than just react; they must be able to anticipate the changing patterns of
people, markets, products, services and technology.

Levels of Change
1. Knowledge Changes
2. Attitudinal Changes
3. Individual Behaviour Changes
4. Group or Organisational Performance Changes

Changes in knowledge tend to be the easiest to make; they can occur as a result of reading a book or
an article or hearing something new from a respected person. Attitude structures differ from
knowledge structures in that they are emotionally charged in a positive or a negative way. Changes in
individual behaviour seem to be significantly more difficult and time consuming. While individual
behaviour is difficult enough to change, it becomes even more complicated when you try to
implement change within groups or organisations.

Types Of Changes in Organizations
Macro level
• Change in Structure: e. g., amendments to the Constitution; nationalization of banks.
• Change in Methodology: e.g., Automation in industry: irrigation, chemical fertilizers and crop
rotation in agriculture.
• Change in Behaviour : e.g., family planning program; patriotism and social discipline in time of
war or emergencies.
• Change in Assumptions and Values: e. g., desire for socialistic pattern of society; liberation
movements.

Cycles of Change
The levels of change become very significant when you examine two different change cycles
- Participative Change Cycle
- Directive Change Cycle

Participative Change
A participative change cycle is implemented when new knowledge is made available to the individual
or group. It is hoped that the group will accept the data and will develop a positive attitude and
commitment in the direction of the desired change. The next step will be to attempt to translate this
commitment into actual behaviour. This step is significantly more difficult to achieve. An effective

strategy may be to identify the informal and formal leaders among the work group(s) and concentrate
on gaining their behavioral support for the desired change.

Once this is accomplished, organisational change may be effected by getting other people to begin to
pattern their behaviour.

Directive Change
This change cycle begins by change being imposed on the total organisation by some external force,
such as higher management, the community, new laws. The new contacts and modes of behaviour
create new knowledge, which tend to develop predispositions towards or against the change.

Three Dimensions of Change
1. Logical Dimension: Based on the technical evidence of economics and science. This evidence
needs to be presented to employees so that they can understand the technical and economic
reasons for change.
2. Psychological Dimension: Based on the fact that change is logical on terms of the human
values and feelings in the situation.
3. Sociological Dimension: Based on change logical from the point of view of social values. Is
the change consistent with norms of the group? Does it maintain group teamwork? These
questions need to be resolved keeping in mind society norms.
Change Process
Managing change means managing the conversation between the people leading the change effort and
those who are expected to implement the new strategies.
The critical factors of a change process are :
• Skill to identify and analyze the objectives of change (knowledge of understanding what the
problem is & finding solutions to it.)
• Skill to devise successful methods to accomplish the objectives and solve the problems.
• Skill to enlist the support of people involved and affected by change.

A Model Of Adaptive Orientation
Low

Anticipative Reactive
Management Management
Environmental
Stability
Satisficing Conservative
Management Management
High

High Low

Adaptive
Orientation

Strategies For Dealing With Change
In some cases where change is forced the new behaviour engaged in creates the kind of knowledge
that develops commitment to the change and therefore, begins to approximate a participative change
as it reinforces the individual and group behaviour. The hope is that “if people will only have a
chance to see how the new system works they will support it.” Planned change according to Benne
and Chin can be divided into three basic types of strategies.

Empirical – Rational Strategies:
The fundamental assumption underlying empirical-rational strategies is that human beings are rational
and will follow their self-interest once this is revealed to them. This strategy is basically
straightforward and uncomplicated. Since the person is rational and motivated by his self-interest, he
will obviously adopt the proposed change if the logic can be effectively communicated.

Normative Re-educative Strategies :
The normative re-educative strategies believe that human beings are guided in their actions by
sociocultural norms and their commitment to these norms. Consequently, change is not exclusively at
the cognitive or intellectual level but is often at a more personal level : habits, attitudes, and values.

Power-Coercive Strategies :
Power-coercive strategies are based on the assumption of compliance of those with less power to the
will of those with more power.

Resistance to Change
Managers in every company must be alert to problems and opportunities, because the perceived need
for change is what sets the stage for subsequent actions that create a new product or technology. Big
problems are easy to spot. Sensitive monitoring systems are needed to detect gradual changes that can
fool managers into thinking their company is doing fine. An organization may be in greater danger
when the environment changes slowly, because managers may fail to trigger an organizational
response. Failing to use planned change to meet small needs can place the organization in hot water,
as illustrated in the following passage:

When frogs are placed in a boiling pail of water, they jump out – they don’t want to boil to
death. However, when frogs are placed in a cold pail of water, and the pail is placed on a
stove with the heat turned very low, over time the frogs will boil to death.

Psychologists have studied the phenomenon of resistance to change during the past few decades.
Several explanations have been given for resistance to change. Some of these are as follows:
1. The change itself produces disequilibrium
2. There exists a deep seated human characteristic to go against change
3. The basic anxieties aroused by the working conditions
4. Insecurity created by the ambiguity related to change

Resistance has a protective function for the individual. All behaviour which opposes change is not
necessarily resistance. Some opposition to change may be perfectly logical.

Tactics for Overcoming Resistance to Change

Approach
When to Use
Communication, education • Change is technical.
• Users need accurate information and analysis to
understand change.
Participation • Users need to feel involved.
• Design requires information from others.
• Users have power to resist.
Negotiation • Group has power over implementation.
• Group will lose out in the change.
Coercion • A crisis exists.
• Initiators clearly have power.
• Other implementation techniques have failed.
Top management support • Change involves multiple departments or reallocation
of resources.
• Users doubt legitimacy of change.

Techniques for initiating Change
Strategies for overcoming resistance to change typically involve two approaches: the analysis of
resistance through the force field technique and the use of selective implementation tactics to
overcome resistance. Organisations may be in a state of equilibrium, with forces pushing for change
on one hand and forces resisting change by attempting to maintain the status quo on the other. Kurt
Lewin expressed this phenomenon in his field force theory, which suggests that an equilibrium is
maintained by driving forces and restraining forces. When a change is introduced, some forces drive it
and other forces resist it. To implement a change, management should analyze the change forces. By
selectively removing forces that restrain change, the driving forces will be strong enough to enable
implementation.

Another approach, and one that is usually more effective, is to reduce or eliminate the restraining
forces and then move to a new level of equilibrium. In organizations, therefore, a change in policy is
less resisted when those affected by it participate in the change. The change process involves three
steps:
1. unfreezing
2. moving or changing
3. refreezing

The first stage, unfreezing, creates motivation for change. If people feel uncomfortable with the
present situation, they may see the need for change. However, in some cases an ethical question may
arise regarding the legitimacy of deliberately creating discomfort that may initiate change. The second
stage is the change itself. This change may occur through assimilation of new information exposure to
new concepts, or development of a different perspective. The third stage, refreezing, stabilizes the
change. Change, to be effective, has to be congruent with a person’s self-concept and values. If the
change is incongruent with the attitudes and behaviors of others in the organization, chances are that
the person will revert back to the old behaviour. Thus, reinforcement of the new behaviour is
essential.

JOB DESCRIPTION
“Job description” is an important document, which is basically descriptive in nature and contains a
statement of job analysis. It provides both organizational information (location is structure, authority,
etc.) and functional information (What the work is). It defines the scope of job activities, major
responsibilities, and positioning of the job in the organization.

Job Description describe ‘jobs,’ not ‘job holders.’ It is a vehicle for organizational change and
improvement.

Uses of Job Description
According to Zerga, who analyzed 401 articles on job description about 30 years ago, a job description
helps us in :

• Job grading and classification
• Transfers and promotions
• Adjustments of grievances
• Defining and outlining promotional steps
• Establishing a common understanding of a job between employers and employees
• Investigating accidents
• Indicating faulty work procedures or duplication of papers
• Maintaining, operating and adjusting machinery
• Time and motion studies
• Defining the limits of authority
• Indicating case of personal merit
• Facilitating job placement
• Studies of health and fatigue
• Scientific guidance
• Determining jobs suitable for occupational therapy
• Providing hiring specifications
• Providing performance indicators

Components of Job Description:
• Job identification, or Organizational position
• Job duties and responsibilities
• Relation to other jobs
• Supervision
• Machine, tools and equipment
• Working conditions
• Hazards

Guidelines for Writing a job Description
• A paragraph is allocated to each major task or responsibility.
• Paragraphs are numbered and arranged in a logical order, task sequence or importance.
• Sentences have to begin with an active verb, e.g. “types letters,” “interviews the candidates,”
“collects, sorts out, routes and distributes mail.”
• Accuracy and simplicity are emphasized rather than an elegant style.
• Brevity is usually considered to be important but is largely conditioned depending on the type of
job being analyzed and the need for accuracy.
• Examples of work performed are often quoted and are useful in making the job description
explicit.

• Job descriptions, particularly when they are used as bases for training, often incorporate details of
the faults which may be encountered in operator tasks and safety check-points.
• Statements of opinion, such as “dangerous situations are encountered,” should be avoided.
• When job descriptions are written for supervisory jobs, the main factors (such as manning, cost
control, etc.) are identified and listed. Each factor is then broken down into a series of elements
with a note on the supervisor’s responsibility.

The British Institute of Management Publication adds four more guidelines.
• Give a clear, concise and readily understandable picture of the whole job.
• Describe in sufficient detail each of the main duties and responsibilities
• Indicate the extent of direction received and supervision given.
• Ensure that a new employee understands the job if he reads the job description.

Recruitment
“Recruitment is a process of searching for prospecting employees and stimulating them
to apply for jobs in the organization.”

Steps on Recruitment process
Personnel recruitment process involves three elements viz.
• A recruitment policy
• The development of sources of recruitment
• Different methods / techniques used for utilising these sources

Recruitment Policy
A good recruitment policy must contain these elements:
(a) Organisation’s objectives
(b) Identification of the recruitment
(c) Preferred sources of recruitment.
(d) Criteria of selection and preferences.
(e) The cost of recruitment and financial implications of the same.

Prerequisites of a good recruitment policy
The recruitment policy of an organisation must satisfy the following conditions:
• It should be in conformity with its general personnel policies;
• It should be flexible enough to meet the changing needs of an organisation.
• It should be so designed as to ensure employment opportunities for its employees on
a long-term basis so that the goals of the organisation should be achievable; and it
should develop the potentialities of employees.
• It should match the qualities of employees with the requirements of the work for
which they are employed; and
• It should highlight the necessity of establishing job analysis.

Sources of recruitment:
• Internal sources
• External sources

Methods or Techniques of Recruitment
• Direct Methods
• Indirect Methods

Factors Affecting Recruitment
• All organisations whether large or small, do engage in recruiting activity, though not
to the same extent. This differs with:
• The size of the organization.
• The employment conditions in the community where the organisation is located.
• The effects of past recruiting efforts which show the organisation’s ability to locate
and keep good performing people
• Working conditions and salary benefit packages offered by the organisation – which
may influence turnover and necessitate future recruiting.
• The rate of growth of organization.
• The level of seasonality of operations and future expansion and production
programmes.
• Cultural, economic and legal factors etc.

Steps on Recruitment process
Personnel recruitment process involves three elements viz.
• A recruitment policy
• The development of sources of recruitment
• Different methods / techniques used for utilizing these sources

Prerequisites of a good recruitment policy
The recruitment policy of an organization must satisfy the following conditions.

It Should:
• Be in conformity with its general personnel policies
• Be flexible enough to meet the changing needs of an organisation.
• Be so designed as to ensure employment opportunities for its employees on a long-term basis so
that the goals of the organization should be achievable; and it should develop the potentialities of
employees.
• Match the qualities of employees with the requirements of the work for which they are employed;
and
• Highlight the necessity of establishing job analysis.

Selection
Selection procedure is concerned with securing relevant information about an applicant. The
information is secured in a number of steps or stages. The objective of selection process is to
determine whether an applicant meets the qualifications for a specific job and to choose the applicant
who is most likely to perform well in the job. The formal definition of selection is:
“ It is the process of differentiating between applicants in order to identify (and hire) those with the
greater likelihood of success in a job.”

Role of selection:
The role of selection in an organisation’s effectiveness is crucial for at least, two reasons:
1. Work performance depends on individuals
2. Cost incurred in recruiting and hiring personnel.

Selection process involves the following steps:
1. Environmental factors affecting selection
2. Preliminary interview
3. Selection tests
4. Choosing tests
5. Employment interview
6. Reference and background checks
7. Selection decision
8. Physical examination
9. Job offer
10. Contracts of employment and
11. Evaluation of selection program

Barriers to effective selection:
• Perception
• Fairness
• Validity
• Reliability
• Pressure

Four approaches to selection
• Ethnocentric selection
• Polycentric selection
• Regiocentric staffing
• Geocentric staffing

Job - Satisfaction
What Is Job - Satisfaction?
There are three important dimensions to Job - Satisfaction:
1. Job satisfaction refers to one’s feelings towards one’s job.
2. Job satisfaction is often determined by how well outcomes meet or exceed expectations.
3. The term Job - satisfaction and job attitude is often used interchangeably.

Some definitions of Job - satisfaction:
“Job - satisfaction is the amount of pleasurable or contentment associated with a job. If you like your
job intensely you will experience high job satisfaction. If you dislike your job intensely, you will
experience job dissatisfaction.”
“ …. Job – satisfaction will be defined as the amount of overall positive affect (or feelings) that
individuals have towards their jobs.”

Consequences Of Job - Satisfaction:
• High Job – satisfaction may lead to:
• Improved productivity
• Decreased employee turnover
• Improved attendance
• Reduced accidents
• Less job stress
• Lower unionisation

Sources Of Job – Satisfaction
Several job elements contribute to Job – satisfaction they are:
• Wages
• Nature of work
• Promotion
• Supervision
• Work group
• Working conditions

Benefits of Job – Satisfaction Study
1. They give management an indication of general levels of satisfaction in a company
2. Improved communication
3. Improved attitude
4. It can help to discover the cause of indirect productivity problems, such as absenteeism,
turnover etc.
5. They help management asses training needs
6. It is an indicator of the effectiveness of organisational reward systems.
7. It evaluates the impact of organisational change on employee attitudes.
8. They are useful to the unions

Ways of Measuring Job – Satisfaction
• Rating Scales
• Critical Incidents
• Interviews
• Action Tendencies
• Use Of Existing Information

Training needs
The Determination of Training Needs with an Enterprise
There is a great difference between the way in which training needs would be determined in a perfect
world and an ideal company, and the way in which it is often done in the normal working
circumstances.
Let us consider an example - on one hand, there is a progressive company with highly organized
central personnel and training departments, and a plan for integrated manpower development. At the
other extreme, there is a company where the personnel and training responsibilities are not very clearly
defined, and where the function, if it can be identified at all, is one of a number of general
responsibilities carried out by an official whose main responsibility is something quite different.
In the first type of company, the determination of training needs is something, which is constantly
being carried out and reviewed as circumstances, policies, markets, and company objectives change.
In the second type of company, the training is much less likely to be planned ‘globally’ for the
company as a whole. The initiative is often left to one particular department manager who happens to
realize the potential benefits of training and is keen to do something about it. He may nominate one
member of his staff as training officer and activities may be launched which are related only to the
specific needs of that particular department at that particular time. They may even conflict with the
needs of the organisation as a whole.
At the one extreme, training needs are carefully analyzed and reviewed and, the other displays a
piecemeal haphazard approach, unplanned, unsystematic, and often unrelated to the needs of the
company. In between these two extremes there are all the permutations and combinations.
The approach of each company will vary from that of other companies and so it should, but
fundamentally there are a number of common basic steps:
• Take an inventory: The present manpower should be taken stock of both quantitatively and
qualitatively. Information related to manpower will be available in the personnel department, i.e.,
information about qualifications and previous experience and training already given by the
company. Information about how effective the people are in their present job and about their
promotion ability should also be included.

• Forecasts of future requirements: Normal ‘wastage’ through retirement, transfers, resignations,
etc. and the possible effects of changes in the company’s policies and objectives, e.g. expansion,
re-organisation, contraction, etc. should be considered here.

• To decide where one is going to find the people: Some of the people can be found within the
organisation unless there is a well-planned scheme for ‘spotting’ talent. It is in this third step that
the results of steps one and two are combined. Step two forecasts all future requirements but in
particular it highlights key jobs, which will need to be filled during the review period. Step one
has mentioned what type of people organisation has and what their potential is. The two can be
then matched by allocating people to ‘target’ jobs. If it is unlikely to fill all vacancies from within
the organisation then sources outside the company can be tapped.

• Decide what one is going to do to develop the manpower: Both those who are there and those
who are going to be recruited in order to help them to be fully effective in their present posts and
to prepare them for their ‘target’ jobs’. In practice it is a good idea to prepare people wherever
possible for two target jobs. This is because some personnel development programs are quite
lengthy and in the meantime company objectives – and therefore organisations may change. The
‘two-target-job’ approach ensures greater flexibility.

This, in a nutshell, is the raison d’etre of the training officer’s job. The training needs, both short term
and long term, will be spotlighted by the development program. The training officer’s task will be to
advise on what is to be done within the company to meet these training needs and also what use, if
any, is to be made of ‘external’ facilities offered by training institutions, consultants, technical and
commercial colleges, universities, etc. In order to do this, the training officer needs to keep himself
well informed about the work of these organisations and its quality.

The Training and Consultancy Cycle
There is a marked difference between the knowledge of a management technique and the ability to use
it properly in a practical management situation. This ability can be defined as a management skill.
Knowledge of the technique can be acquired through theoretical study and through simulation
exercises in the classroom or laboratory. But the essential skills in practical use and application of the
technique cannot be acquired in the same way as the theory. Acquisition of these skills involves
identification of practical situations to which the technique can be applied; the adaptation of the
technique to the requirements of these situations; co-ordination of the efforts of those people
concerned with introduction of the technique, and the overcoming of diverse obstacles. Such skills
are only developed and refined through practice and first-hand experience. The aptitudes and efforts
of the individuals concerned as well as opportunities provided by the environment greatly influence
the process of acquiring management skills.

The first activity in which the managers, or young people trained for future jobs participate, are
training courses.
The next activity in the development cycle is guided practical application of the new techniques and
concepts. In some cases, this is done during the training program concerned, which consists thus of
two major phases: the first, phase of classroom or laboratory training is followed by a phase during
which the participants work as individuals or in groups on practical projects. In other cases, the
formal training program does not include this second phase. But it is almost invariably followed by a
follow-up period, which is very similar in objectives and scope. Before the end of the course, each
participant is assisted in selecting a practical problem-solving task in which he will apply, in the
conditions of his own enterprise, what he has learned in the course.

The professional training staff keeps in touch with the participants and work with them in their
enterprise enough to ensure that each participant does, in fact, produce practical results. It is
considered that this approach is the only way to ensure that participants receive adequate training in,
and exposure to, practical management skills. Further, top management is unlikely to accept any
alternative approach to training which excludes the practical application of new techniques.

At the end of this practical in-plant application phase (whether part of a general course or follow-up
phase after the completion of a course) participants return to the training center for a few more days,
so that each can present to the group the description of the problem he tackled, the methods used to
solve it and the obtained or expected results. Through such “evaluation seminars” everyone has a
further opportunity to learn about additional practical applications.

The Determination of Training Needs with an Enterprise
There is a great difference between the way in which training needs would be determined in a perfect
world and an ideal company, and the way in which it is often done in the normal working
circumstances.

Let us consider an example - on one hand, there is a progressive company with highly organized
central personnel and training departments, and a plan for integrated manpower development. At the
other extreme, there is a company where the personnel and training responsibilities are not very clearly
defined, and where the function, if it can be identified at all, is one of a number of general
responsibilities carried out by an official whose main responsibility is something quite different.
In the first type of company, the determination of training needs is something, which is constantly
being carried out and reviewed as circumstances, policies, markets, and company objectives change.
In the second type of company, the training is much less likely to be planned ‘globally’ for the
company as a whole. The initiative is often left to one particular department manager who happens to
realize the potential benefits of training and is keen to do something about it. He may nominate one
member of his staff as training officer and activities may be launched which are related only to the
specific needs of that particular department at that particular time. They may even conflict with the
needs of the organisation as a whole.
At the one extreme, training needs are carefully analyzed and reviewed and, the other displays a
piecemeal haphazard approach, unplanned, unsystematic, and often unrelated to the needs of the
company. In between these two extremes there are all the permutations and combinations.
The approach of each company will vary from that of other companies and so it should, but
fundamentally there are a number of common basic steps:
• Take an inventory: The present manpower should be taken stock of both quantitatively and
qualitatively. Information related to manpower will be available in the personnel department, i.e.,
information about qualifications and previous experience and training already given by the
company. Information about how effective the people are in their present job and about their
promotion ability should also be included.

• Forecasts of future requirements: Normal ‘wastage’ through retirement, transfers, resignations,
etc. and the possible effects of changes in the company’s policies and objectives, e.g. expansion,
re-organisation, contraction, etc. should be considered here.

• To decide where one is going to find the people: Some of the people can be found within the
organisation unless there is a well-planned scheme for ‘spotting’ talent. It is in this third step that
the results of steps one and two are combined. Step two forecasts all future requirements but in
particular it highlights key jobs, which will need to be filled during the review period. Step one
has mentioned what type of people organisation has and what their potential is. The two can be
then matched by allocating people to ‘target’ jobs. If it is unlikely to fill all vacancies from within
the organisation then sources outside the company can be tapped.

• Decide what one is going to do to develop the manpower: Both those who are there and those
who are going to be recruited in order to help them to be fully effective in their present posts and
to prepare them for their ‘target’ jobs’. In practice it is a good idea to prepare people wherever
possible for two target jobs. This is because some personnel development programs are quite
lengthy and in the meantime company objectives – and therefore organisations may change. The
‘two-target-job’ approach ensures greater flexibility.

This, in a nutshell, is the raison d’etre of the training officer’s job. The training needs, both short term
and long term, will be spotlighted by the development program. The training officer’s task will be to
advise on what is to be done within the company to meet these training needs and also what use, if
any, is to be made of ‘external’ facilities offered by training institutions, consultants, technical and
commercial colleges, universities, etc. In order to do this, the training officer needs to keep himself
well informed about the work of these organisations and its quality.

The Training and Consultancy Cycle
There is a marked difference between the knowledge of a management technique and the ability to use
it properly in a practical management situation. This ability can be defined as a management skill.
Knowledge of the technique can be acquired through theoretical study and through simulation
exercises in the classroom or laboratory. But the essential skills in practical use and application of the
technique cannot be acquired in the same way as the theory. Acquisition of these skills involves
identification of practical situations to which the technique can be applied; the adaptation of the
technique to the requirements of these situations; co-ordination of the efforts of those people
concerned with introduction of the technique, and the overcoming of diverse obstacles. Such skills
are only developed and refined through practice and first-hand experience. The aptitudes and efforts
of the individuals concerned as well as opportunities provided by the environment greatly influence
the process of acquiring management skills.

The first activity in which the managers, or young people trained for future jobs participate, are
training courses.

The next activity in the development cycle is guided practical application of the new techniques and
concepts. In some cases, this is done during the training program concerned, which consists thus of
two major phases: the first, phase of classroom or laboratory training is followed by a phase during
which the participants work as individuals or in groups on practical projects. In other cases, the
formal training program does not include this second phase. But it is almost invariably followed by a
follow-up period, which is very similar in objectives and scope. Before the end of the course, each
participant is assisted in selecting a practical problem-solving task in which he will apply, in the
conditions of his own enterprise, what he has learned in the course. The professional training staff
keeps in touch with the participants and work with them in their enterprise enough to ensure that each
participant does, in fact, produce practical results. It is considered that this approach is the only way to
ensure that participants receive adequate training in, and exposure to, practical management skills.
Further, top management is unlikely to accept any alternative approach to training which excludes the
practical application of new techniques.

At the end of this practical in-plant application phase (whether part of a general course or follow-up
phase after the completion of a course) participants return to the training center for a few more days,
so that each can present to the group the description of the problem he tackled, the methods used to
solve it and the obtained or expected results. Through such “evaluation seminars” everyone has a
further opportunity to learn about additional practical applications.

Strategic Training System (Planned training)
Planned training, as defined by Kenney and Reid (1994), is a ‘deliberate intervention aimed at
achieving the learning necessary for improved job performance’ the process of planned training
consists of the following steps (as shown in the figure below):
• Identify and define training needs – This involves analysis of corporate, team, occupational and
individual needs to acquire new skills or knowledge or to improve existing competencies. The
analysis covers problems to be solved as well as future demands. Decisions are made at this stage
on the extent to which training is the best and the most cost-effective way to solve the problem.
• Define the learning required – It is necessary to specify as clearly as possible what skills and
knowledge have to be learnt, what competences need to be developed and what attitudes need to be
changed.
• Define the objectives of training – Learning objectives are set, which define not only what has to
be learnt but also what learners must be able to do after their training program.
• Plan training programs – These must be developed to meet the needs and objectives by using the
right combination of training techniques and locations.

• Decide who provides the training – The extent to which training is provided from within or
outside the organisation needs to be decided. At the same time, the division of responsibility
between the training department, managers or team leaders and individuals has to be determined.
• Implement the training – Ensure that the most appropriate methods are used to enable trainees to
acquire the skills, knowledge, level of competence and attitudes they need.
• Evaluate training – The effectiveness of training is monitored during programs and,
subsequently, the impact of training is assessed to determine the extent to which learning
objectives have been achieved.
• Amend and extend training as necessary – Decide, on the basis of evaluation, the extent to
which the planned training program needs to be improved and how any residual learning
requirements should be satisfied.

Identification of Training Needs
Training must have a purpose and that purpose can be defined only if the learning needs of the
organisation and the groups and individuals within it have been systematically identified and analyzed.

Training needs analysis – Aims
Training needs analysis is partly concerned with defining the gap between what is happening and what
should happen. This is what has to be filled by training i.e. the difference between what people know
and can do and what they should know and be able to do.

What is Training gap What should be

Corporate or Corporate or
functional results functional standards

Knowledge and skill Knowledge and skill
possessed
required
Actual performance The Training Gap
of individuals

Training needs analysis – Areas
Training needs should be analyzed, first, for the organization as whole – corporate needs; second, for
departments, teams, functions or occupations within the organization – group needs. And third, for
individual employees – individual needs. These three areas are interconnected, as shown in the above
figure. The analysis of corporate needs will lead to the identification of training needs in different
departments or occupations, while these in turn will indicate the training required for individual
employees. The process also operates in reverse. As the needs of individual employees are analyzed
separately, common needs emerge which can be dealt with on a group basis. The sum of group and
individual needs will help to define corporate needs, although there may be some super ordinate
training requirements which can be related only to the company as a whole to meet its business
development needs – the whole training plan may be greater than the sum of its parts.

Training needs analysis – Areas and Methods

Corporate Group Individual

Performance
Analysis of Analysis of & Job and
Training
strategic human development role
surveys
plans resource reviews analysis
plans

Methods of analyzing training needs

The four methods of training needs analysis are:
• Analysis of business and human resource plans
• Job analysis
• Analysis of performance reviews
• Training surveys

Business and human resource plans
The training strategy of an organisation should largely be determined by its business and HR strategies
and plans from which flow human resource plans. The plans should indicate in fairly general terms
the types of skills and competences that may be required in the future and the number of people with
those skills and competencies who will be needed. These broad indicators have to be translated into
more specific plans which cover, for example, the outputs from training programs of people with
particular skills or a combination of skills (multi-skilling).

HRD – An Overview
Introduction
In recent times, particularly with liberalization of the Indian economy and its gradual and halting
integration with the world economy, the Human Resources (HR) function in India has finally acquired
the importance that it has in the developed world. Perhaps, due to the abundant manpower available
and relatively low cost, this did not merit undue consideration earlier. But now it is realized that with
equal opportunities to acquire technology, finance, systems, the cutting edge of an organisation will be
its Human Resources. That is, the difference between one company and another in the market place,
other things being equal, will be the quality, skill, attitudes and commitment of the Human Resources,
which will either see the company achieve good results – profits – or, decline – losses.

Human Resource Development is incorporated in organisations to cope with the corporate cultural
change. It is important to make the implicit explicit: to continually examine the culture through a
variety of feedback mechanisms, mapping out the culture, assessing where the organisation is, where it
wants to go and thus carefully identifying strategies for change.

Thus, HRD is a continuous process, which matches organisational needs for human resources and the
individual needs for a career development. It enables the individual to gain their best human potential
by attaining a total all round development. It promotes dignity of employment of every employee of
an organisation, and provides opportunities for teamwork, personal development and career
development. Hence a well-planned HRD system must be a part of human resource management of
every organisation.

Evolution of The HRD Function
HR management tries to focus on “people” in the workplace, the need to understand their contribution
to the organization’s purpose. Consequently, there is now an emphasis on trying to build on HR
systems and processes. The evolution of the HRD function went through the following phases:

The Initial Phase: This was characterized by a labor welfare approach. The feature of this approach
was that the function was basically concerned with maintaining records of employees – such as
attendance records, leave of different sorts – Casual Leave / Earned Leave / Sick Leave /
Extraordinary Leave / Study Leave / Restricted Holiday and so on and this data was fed to calculate
the wages. Besides the basic wage, other wage components like PF were also recorded. Records were
also maintained of PF loans and other retirement benefits, and implementation of safety measures as
per the Factories Act. In addition there was some amount of monitoring and providing information to
the employee, the accounts department and for the concerned department head.

With the advent of trade unions, dealing with the union was an add-on function. This involved
receiving the charter of demands from union leaders and interpreting it.

Fire Fighting: In this phase, the function was frequently, “dousing fires” i.e. resolving conflicts and
keeping the wheels of production moving (union demands, dissatisfaction etc.) Management was
preoccupied with keeping the engines of production moving at all times, and so work stoppages and
discord was an aberration to be speedily got over with, so that the ‘fundamental’ business of
production was not held up. The major policy decisions and negotiating was done by the Top
Management, the Personnel Management and Industrial Relations (PMIR) function played a
supportive/informative role and was more preoccupied with backroom discussions and negotiations.

Such an approach is also referred to as the maintenance role and the obverse is the development role.
If the HR position is in the lower rung of the management hierarchy, for example, in the production

department or in a labour welfare-oriented department, the HR person would be playing more of the
reactive role – if there is a problem, he reacts and the problem is sought to be solved. Production
should receive the first priority and all industrial disputes should be settled. With the emphasis on the
current issues, aspects like long-term strategy, planning, etc. are given low priority. The PMIR
function was in the unenviable position of having to douse fires all the time. The major decisions were
taken at the factory manager or the managing director level. When the fire or strife erupted the
function got some attention, but when the fire was put out, it got no time anymore.

Third Phase: This stage in the evolution of the function came about due to the influence of a variety
of factors: the increasing cost of human resources due to the increased number of benefits, increased
cost of living, higher expectations and higher costs of scarce skilled manpower. The increased HR cost
became more pronounced in the service industry than in the manufacturing industry as the Human
Resource was the main input in the service sector. The other major influence was that of the
behavioral scientists and their contribution to understanding the nature of human behavior at work
focusing on issues like leadership, work motivation, participation and factors influencing work
productivity. The third factor was the attempt to integrate the Trade Unions/Workers with
management’s vision of the enterprise, that survival and prosperity was common to both. In fact the
market was such that in many products there was more of rationing distribution, due to either capacity
or input constraints. Monopoly or dominant market share remained the major concern rather than
production cost and technological efficiencies.

Integrated HR Function
At the end of the Third Phase organizations soon began focusing on their human resources. Human
Resource was in abundant supply and not a very significant cost in the total operating cost, but
working in industry itself was a new experience for most people in the initial phase. The PMIR
function was thus playing a reactive maintenance role, because of a combination of market, cost,
supply and finance factors. But with a few corporations experimenting with innovative approaches to
combat the negative fall-out of the traditional approaches to labour, they focused on the positive and
the significant contribution they could make to a congenial working environment and consequently,
smooth production, including changeover to new technology, flexible manning and increased
productivity.

The significant shift was that management now began to take the initiative and introducing HR
systems and procedures, rather than reacting to a particular problem or a demand. HR issues of major
policy initiatives e.g. new products, new plants, and so on, were discussed taking to account the HR
implications, which hitherto was not the case. Top managers reviewed and took stock of the situation.
Finally, the HR position itself was upgraded to come on par with the other functions in terms of status
and salary.

A Broad perspective of Personnel, IR and HRD Functions
The Management process is made up of four steps embracing the ‘people’ dimension-‘getting them,
preparing them, activating them and keeping them.’ The Management of human resources is a very
complicated and challenging task for those who are entrusted with the successful running of an
organization; and this implies considerable knowledge of various aspects of “Personnel Management
and Industrial Relations.”

The Personnel Function– The nervous system of the organisation structure
Personnel management may be conveniently described as the part of the management process, which
is primarily concerned with the human constituents of an organisation. Its object is the maintenance of
human relationships on a basis by which, consideration of well-being of the individual, enables all
those engaged in the undertaking to make their maximum personal contribution to the effective
working of that undertaking.

The personnel function has two aspects: there is, in the first place, this responsibility attaching to all
managers and supervisors for the way in which they manage their people and weld this human
material into the team that carries out effectively the activities of the operating departments or
sections. While this is primarily a matter of the exercise of leadership, it is also linked up with the
carrying out of the established personnel policy and the smooth application of the procedures designed
to secure the fulfillment of that policy. It necessarily entails on the part of the managers and
supervisors an understanding of the principles of personnel management as well as close acquaintance
with the personnel procedures and methods of the organisation itself.

A “Service’ facility
The second aspect is the specialized responsibility, which falls to the charge of the personnel
specialist. His task includes advising the company’s Managing Director or General Manager, and
through him the Board of Directors, on the formulation of personnel policy and planning and
supervising the procedures by which that policy is to be carried into effect. The Personnel Manager is
an expert retained to deal with all policy, planning and methods concerning the management of people,
parallel, for instance, to the engineering expert who has to deal with production policy, process
layouts, engineering methods, tooling or the chemist who is responsible for formulation of quality
standards. The Personnel Officer’s responsibility entails mainly rendering a service to other managers,
as well as advising them in the discharge of their own human responsibilities. He serves the other
managers by many of the activities which are carried out within his own specialist department: the
procedures of selecting and engaging, the records and returns, the statistics and study of absenteeism,
the provision of canteen and medical services, and numerous other facilities. In the language of
organisation theory, he holds a “functional responsibility” for all personnel matters.

The nearest analogy is in the human body. Personnel management is not the brain, the controller, not
only just a limb, a member, nor yet the bloodstream, the energizing force. It is the nervous system. It
is centered in the controlling unit of the brain, for personnel policy is a Board responsibility and
interpreted through the Managing Director. It is a two-way channel of information reaching out to
every part of the body i.e. organisation: it is a live channel, not just a duct, and in some respects has
automotive force. It is used in every action; if it atrophies, partial paralysis results; if it gets out of
balance, there ensues instability, chaotic action, dis-equilibrium, which can be found in all stages of
advancement, in close parallel with neurosis. But, above all this, it is inherent in the whole body and
intimately associated with its every movement. The nervous system can never be thought of as an
adjunct of the body – no more can personnel management be an extraneous or superimposed element
on the structure of organisation. The personnel function lies embedded in the structure, is inherent in
the dynamism of that structure, an integral part of the process of management itself.

INDUCTION AND PLACEMENT OF HUMAN RESOURCES
Whenever new employees join an organisation there is always a period of learning and adaptation
before they become fully effective. Partly, this involves finding out about the practicalities of the job
and facts about pay, other employee benefits and the organisation’s rules and regulations. But there is
also the need to understand the less tangible but very powerful influence of ‘the way we do things
around here’. Every organisation has its own style or culture and new employees are unlikely to be
fully effective or feel comfortable in their work until they have absorbed this cultural influence and
adjusted to it.

In a very general sense, induction is this process of initial learning and adjustment, whether or not the
process is planned or structured by the employer. In organisations that provide no form of induction,
many new staff may eventually settle in, relying on their own efforts to learn about the organisation
and with informal help from their colleagues. But there are two major risks involved in leaving
induction to chance.

The process is likely to take far longer than if induction was planned, and this slow learning period
carries hidden costs.
Not all new entrants will learn and adapt.
Not all new entrants will learn and adapt successfully, and the organisation is them likely to
experience the significant disruption and costs of replacing early leavers.

The costs of early leaving
Many employees who leave soon after joining an organisation do so because they have not been
helped either to understand their role or to adapt to the organisational culture – both aspects being
central to effective induction.

An organisation that experiences a high incidence of employees leaving during their first few months
may also acquire a reputation as a poor employer. Early leavers are often disillusioned and tend to put
all the blame on the organisation – even if in some cases they may themselves have failed to put
sufficient effort into making a success of their new jobs. Most are likely to tell friends and family that
the organisation as a bad employer, and a reputation of this kind will spread and make it increasingly
difficult to recruit good-quality staff. One aim of an effective induction policy is to generate
enthusiasm for working for the organisation, and this enhances its employment reputation.

Elements of Induction
Induction is a planned and systematic process, structured and implemented by the organisation, to help
new employees settle into their new jobs quickly, happily and effectively. There is much more to it
than the running of formal induction courses, useful though these are. The longer-term process of
tuning in to the style of the organisation and understanding its aims and values cannot be achieved by
simply attending a course. New employees bring with them expectations about the job and the
organisation, gained through the organisation’s reputation and by contact during the recruitment and
selection process – so parts of that process need to be treated as pre-induction. How the new employee
is received on the first day at work creates a strong first impression and so requires particular attention.
Also, the way supervisors and managers behave in their day-to-day contacts with their staff has a
major influence on how well and how quickly new employees settle in.

It is also important to recognise that existing employees who transfer or who are promoted within the
organisation require help in settling into their new jobs, as do those returning to work after lengthy
career breaks. Home-based employees and part-timers are often omitted from formal induction
programmes, but their needs for assistance in adjusting to new working circumstances can be

considerable. So induction should not be limited to new recruits to full-time jobs. It is necessary, too,
for induction to reflect the specific characteristics of different types of work and of different economic
sectors. A thorough and well-planned approach to induction carries dividends to the employer in
helping to secure a competent, motivated workforce; and it benefits the individual employee by
contributing positively to career development.

An Induction Checklist
Topic
Reception
Initial reception
Initial documentation
Bank account details
Next of kin
Issue of :
ID/security pass
Car park permit
Staff handbook
Introduction to supervisor or manager

Topic
Site geography and facilities
General tour of the site
Cloakrooms and lavatories
Staff restaurant and vending machines
Car/motor cycle/bicycle parking
Notice boards
Employee’s work location
Fire exits
First aid room/first aid boxes
Time recording equipment
Issue of equipment
Protective clothing
Pager/mobile phone

Topic
Heath and safety
Fire and emergency drills
Security alerts
General safety rules
Specific hazards (e.g. toxic chemicals0
Smoking regulations
Accident procedures
Hygiene regulations
Introduction to workplace safety representative
Introduction to workplace first-aider
Occupation health service

Topic
Pay
Pay system
Basic pay
Bonus schemes

Grading/job evaluation
Allowances (shift, overtime, standby, etc.)
Deductions (savings schemes, etc.)
Explanation of payslip
Method of payment

Topic
Other conditions, benefits and employment policies
Attendance : hours of work, flexitime, meal/rest
Breaks
Leave : entitlement, notification
Sick pay : notification of absence, entitlements
Extra-statutory holidays
Pension scheme and life assurance
Company cars
Expenses : entitlements and claims procedure
Private medical/dental insurance
Staff purchase/discounts etc.
Maternity/paternity leave
Company loans (season tickets, mortgages, etc.)
Any flexibility in choice of benefits
Social sports, fitness facilities
Counselling and welfare scheme
Disciplinary rules and procedure
Grievance procedure
Equal opportunity policy
Alcohol/substance abuse policy
Disability policy and equipment
Anti-harassment/bullying policy and procedure
Customer care and contact policies and procedures
Code of conduct (organisational ethics, anti-corruption, etc.)

HR Challenges
As companies rush to become global, HR professionals are being asked to navigate through the white-
water rapids of a multicultural workplace, complex markets, and a new global competitors. Beneath
the turbulent water are the hidden challenges of lost talent, inequities, and the unknown. The signals,
the warnings, are often not seen or heard until it is too late, and the damage is done. Moreover,
navigating one river successfully is no guarantee of success on another just as one new global business
experience rarely resembles another.

Technology and HR
It’s become a cliché to talk about the accelerating pace of change in the business environment . Every
commentator on any business trend pays homage to it. But undeniably, today’s organization seems to
experience change like never before. Over the past decade, HR professionals task was simple - attract,
retain, and motivate good people. Certainly nothing was said or expected about creating work
environments that encourage interconnecting people, knowledge, and markets. The winds of change
are heralding the emergence of the new economy, the information economy, and the digital economy.
Seamlessly creating new work environments, shaping new corporate cultures and dictating new
business ethics. A new breed of professionals have raised the challenge sweepstakes for the HR
managers.

The technology of the business exerts a major influence on the internal environment how work is
organized, managed and carried out. The introduction of new technology may result in considerable
changes to systems and processes. Different skills are required, new methods of working are
developed. The result may be an extension of the skills base of the organization and its employees,
including multi-skilling . But it could result in downsizing. Technology can therefore present a
considerable threat to employees.

The consequences of changing technology
• Smaller, more productive organizations
• Growing need for training on how to use technology
• Increasing need for people to cope with the expectation that they can perform
anytime or anywhere
• Increased productivity
• Flatter organizations
• Increased efficiency
• Reduced interpersonal contact

Threats of changing technology and the role of HR
• Increased productivity Technology offers the greatest opportunity for improved productivity
and will continue to change abilities and expectations for how and where work is done and
who does work. Changing technology necessitates changes in organizational structures, job
design, hiring practices, compensation structures, training, and employee relations. As
technology changes faster, so too must ways of managing the people who work in
technologically dependent work. That responsiveness will require increasingly flexible HR
efforts and increasingly rapid HR decision making.

• Changes in the way work is doneThe ability to share information is escalating exponentially
with personal computers in virtually every office and in many residences and connected to a
network. The ability to perform work anywhere and at any time - the “virtual office” calls for
new performance measurement systems and different managerial skills.

• Increased need for Training To keep pace with changing technology, organizations must
increasingly devote resources to training employees on how to use it. Organisations meet this
demand by providing continuous retraining to help employees keep pace with changing
technology. The human element is key to taking full advantage of technological change, and
managing that human element is essential if any benefits of technological change are to be
realized. HR can take the leadership role by directing the formulation of systematic action
plans or strategies developed to enable people to deal with technological change.

Attraction and Retention of talent
Better talent is worth fighting for. At senior levels of an organization, the ability to adapt, to make
decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical.
But at a time when the need for superior talent is increasing, big US companies are finding it difficult
to attract and retain good people. Executives and experts point to a severe and worsening shortage of
the people needed to run divisions and manage critical functions, let alone lead companies. Everyone
knows organizations where key jobs go begging, business objectives languish, and compensation
packages skyrocket.

THE RETENTION MEASURES
T Increasing the organization’s level of professionalism
I Moving from family to professional management
M Making performance appraisals objective
M Involving employees in the decision making process
I Ensuring a match between authority and accountability
E Measuring employee satisfaction
M Achieving a match between individual and organizational goals
A Designing a competitive compensation package
D Increasing organizational transparency
I Promoting employees from within
P Helping employees acquire new skills
H Offering stock options
O Focusing on welfare measures proposition

Increasing the organization’s level of professionalism
Employees leave companies where intra-organizational interactions are unstructured, and decisions,
ad-hoc and driven more by personal prejudice rather than professional consideration. By adopting
systems that introduce an element of objectivity into its internal operations, a company can create a
better workplace.

Moving from family to professional management
In most family managed organizations, professional managers leave because they cannot see
themselves holding key positions, or functioning with the level of independence that their designations
merit. By inducting professionals into senior management positions, a company can lower its attrition
rate.

Making performance appraisals objective
Employees like to know how, when and by whom their performance is going to be measured. An
appraisal process that lists objective and measurable criteria for performance appraisal removes the
uncertainty in the minds of employees that their superiors can rate their performance any which way
they please.

Involving employees in the decision making process
People like to work in organizations where their opinions count. The higher an employee’s
involvement in decision-making, the higher the organization’s retention level. A participative
decision-making process is good; total empowerment, better.

Ensuring a match between authority and accountability
Most companies fall into the trap of holding an employee accountable for a specific activity without
empowering him/her with the authority to perform it well. Often, the situation is exacerbated by the
fact that they vest another employee with the same authority, but do not hold him accountable.

Measuring employee satisfaction
Obsessed with catering to the demands of their external customers, companies ignore their internal
customers. Periodic employee satisfaction surveys can highlight the potential flashpoints, and enable
the company to take corrective action.

Achieving a match between individual and organizational goals
Many companies fall into the trap of expecting their employees to subsume their individual objectives
before the organizations one, which forces the employee to leave. The best companies achieve a
balance between the two.

Designing a competitive compensation package
Money isn’t a motivator, but it is an effective de-motivator. While organizations that pay best-in-
industry salaries may find themselves unable to use that fact to motivate their employees, those that
could not find their best employees leaving.

Increasing organizational transparency
People do not like to work in black box like organizations, where information is rationed out on a
need-to-know basis. They prefer a transparent organization that is willing to share every aspect of its
functioning with its employees.

Promoting employees from within
A company that constantly fills vacancies by hiring from outside is certain to face retention problems.
Employees who realize that they are unlikely to be promoted to fill the vacancies will leave the
organization. Growing your own is a sound retention strategy.

Helping employees acquire new skills
As the job-profiles and desired skills-sets for a particular job change, companies may feel the need to
hire employees with new skills, or retrain their existing employees. Companies that choose to do the
latter will find it easier to retain their people since the training signals that the organization values their
contribution, and is willing to invest in upgrading their skills.

Offering stock options
ESOPS are a sign that the organization recognizes the role of the individual in its performance, and is
willing to share the benefits with her.

Focusing on welfare measures proposition
Employees are not just warm bodies; they are individuals with families and lives of their own outside
the workplace. Organizations that recognize this, and help employees achieve a better balance between
life work are likely to face fewer problems than those that do not.

ATTRACTING TALENT FROM CAMPUS
Never before has it been more important for companies to recruit the best and brightest from the
campuses of India’s business and engineering schools. The days are over when companies used to
recruit raw talent, train and polish them all the facts they needed. This is the day of attracting
readymade knowledge worker. As campuses are being the natural filter of intelligence and managerial
prowess, the entry barrier to the business & engineering schools for students ensure the major source
of top talent from their campuses.

We know that Campuses are the major sources of talent. But it is not that easy to select the talent from
that pool as there are more than 200 companies try scouting for management trainees from the
campuses. Hence it is essential for the companies to prepare themselves adequately before entering
any campuses. Here are some insights for the organizations intend to hire talent from campuses.

Shortlist campuses
Gather the curricula and specialization of the business and engineering schools, mode of selection of
students; also find out the faculty at the schools and the mix of teaching staff and visiting faculty.
Concentrate on the schools whose curricula and specialization matches the needs of your organization.

Choose recruiting team carefully
It is essential for the organization to develop a recruiting team from within. Most companies usually
send a team of one senior HR Manager, one or more middle managers and senior executives. But

according to research, the team should comprise of a Line Manager rather than a General Manager and
have thorough knowledge of the company and the job. It is also advisable to have a team within the
age group of 30-45 Years.

Composition of the team also reflects the seriousness of the Campus Recruitment. When you are
competing with bigger companies to hire on campuses, if possible ask your CEO or MD to address a
pre-placement talk to the students and also include the alumni in the talk. This would help in getting
the favourable response.

Pay smartly not highly
In the present era wherein the compensation of a fresh recruitee from campus is touching new high
every year, it is not possible for every company to match that salary. In the last five years the highest
annual salary has risen to almost 500%. As for startup and other companies it is not possible to match
the figure, they should add ESOP, foreign placement, entrepreneurial options in their compensation
package.

Present a clear image
You cannot meet the requirements of all the people all the time. Instead of being something to
everybody, offer something unique or special. It is better to have a focused USP - A Learning
Environment OR Chance to Work Abroad. These will immediately attract some of the students.

Showcase corporate culture
Business School Graduates are more interested in Culture than Cash. Their highest priorities are
• Level of responsibility
• Degree of autonomy
• Extent of elbow room
• Potential and scope for learning

Don’t oversell yourself
The first flush of wide eyed MBAs eager for the best paying and most glamorous jobs has been
replaced by hard nosed job seekers who can see through inflated claims. You must make a bang at the
PPT where your opening pitch to students will determine your place in the order in which companies
will get the chance to hire MBAs from the campus.

Present all the facts to the students. Not just Living room include even your kitchen- and nothing but
facts. Don’t promise what you cannot deliver. Campuses have long memories. You can lie and hire
good people once. But you won’t be taken seriously for many years to come.

Get in early
Instead of waiting for the annual battle for the best brains, try identifying your target students as early
as possible and forge a bond between them and your company.
Proctor & Gamble uses a rigorous selection process to pick summer trainees from B-School campuses
every year ahead of placement time and putting them to work on live projects. It assesses early and
makes job offers on the spot. Flattered MBAs often remember and accept the offers when placements
are conducted.

Building special relationships with particular B-Schools or Engineering-Schools could also get head-
start in the hiring race. Offering scholarships to students, endowing chairs, or sending your managers
to teach on campuses will help build bridges with students earlier than your rivals.

Hrm rebello sir

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