The document provides an overview of human resource management (HRM). It discusses the objectives of HRM including improving employee morale and utilizing skills efficiently. It covers key topics such as the importance of HRM for corporate, professional, social and national development. Other sections describe functions of HRM like planning, staffing and development. The document also discusses the evolving role of HR managers in India and factors influencing HRM like technology, laws and the labor market. Overall, the document presents a comprehensive introduction to the concepts, objectives and processes involved in HRM.

1. Introduction
 Human resources create organisations
and help them to survive and prosper.
 They essentially enable organisations to
retain people.
 Through their :
philosophies,policies,procedures and
practices.

2. Lessons objectives
 Objectives of HR.
 Importance and changing role of HR.
 Origin and growth of HR in India.
 Reasons for slow growth of HR in
India.
 Evolving role of HR-Man.
 HR AUDIT

3. Definitions of HRM
 Flippo states HR as:
 Planning ,organising,directing and
controlling of the
procurement,development,compensationi
ntegration,maintenance of human
resource to the end that
individual,organisational and societal
objectives are accomplished

4. Objectives of HRM
To improve the service rendered by the
enterprise through building better
employee morale.
To establish in the minds of everybody.
To create and utilise an able and
motivated workforce.

5. contd
 To recognise and satisfy individual
and group needs.
 To employ the skills and knowledge of
employees efficiently and effectively.
 To strengthen and appreciate the
human assets.

6. Contd…
 To maintain morale and sound human
relations.
 To enhance job satisfaction and self
actualisation.
 To develop QWL.

7. Scope of HRM
 Nature of human resource management.
 Employee selection.
 Employee remuneration
 Employee motivation
 Employee health and safety.
 Industrial relations.
 Employee education.

8. Importance of HRM
 Corporate
 Proffesional
 Social
 National

9. Corporate
 Good HR practices help in attracting
and retaining good people.
 Develop right skills and attitude.
 Securing cooperation of employees
through motivation.
 Effectively utilising human resources.

10. Professional
 Improve QWL.
 Opportunity for development.
 Allocating work properly and scientifically.
 Maintaining healthy relation between
individual and groups.

11. Social
 Employment opportunities multiply.
 Scarce talentys are put to best use.
 Organisation which treat human
resource as assets have excellent
results.

12. Contd…
 Balance between job and job seekers.
 Provides suitable employment that
gives social and psychological
satisfaction to people.

13. National
 Effective human resource practices at
national level bring great economic
growth.

14. Changing role of HRM
 Recognise talent and nurture .
 Shifting from a protector to planner.
 Help in changing from traditional to
modern.
 Selection process more appropriate and
benefit package more individualistic.

15. Functions of personnel management
 Operative Functions
 Managerial functions.

16. Operative functions
 Procuring
 Developing and compensating
 Utilising
 Maintaining an efficient work force.

17. Managerial functions
 Planning
 Organising
 Coordination
 Directing

18. Contd…
 Motivating
 Controlling.

19. Personnel management policies
 Acquisition of personnel
 Training and development
 Appraisal and compensation of
human resource.
 Human resources Mobility.

20. Contd…
 Working conditions and work
schedules
 Industrial relations.

21. Role of Personnel Manager
 Departmental administration.
 Recruitment,selection,Job analysis,job
description and performance appraisal.
 Training and induction
 Wage and salary.

22. Contd…
 Benefits and services-
insurance,medical facilities,retirement
benefits.
 Collective bargaining
 Personnel research.

23. Difference between big and small
 Clue
 Structure
 Hire
 Fire,wage and salary

24. Staff role of HR-Dept
 Policy formulation.
 Advising
 Assistance and service
 Monitoring and control.

25. Origin and growth of HR-India
 1930-Royal commission formation.
 Appointment of labour officers.
 Second world war.-welfare officers.
 1947-Industrial disputes act-
Industrial relation officers

26. Contd…
 1948-Factories act-welfare officers.
 1959-Employment exchange act.
 1961- Apprentice act.

27. Slow growth of HR
 Late arrival of factory system
 Low status of industrial worker.
 Professionalisation of HRM
 Late awareness of social responsibility
and Government attitude.

28. Factors impeding Growth
 Abundance of cheap labour.
 Weak labour movement
 Authoritarian culture.
 Technological backwardness
 Instability in employment.
 Unhealthy growth of trade unions
 Migratory characteristics of Indian
labour.

29. Evolving role of HR Man in India
 Origin of Human Resource Management
in India.
 The Police Man
 The welfare Man.
 The Law Man.

30. Contd…
 The Liaison Man
 The HR Man

31. HRM Model
 Training and Development
 Organisation Development
 Organisation /Job Design
 Planning

32. Contd…
 Planning
 Selection and staffing.

33. Training and Development
 Training improves
 Changes and moulds the employees
 Skill,Behaviour,Aptitude and attitude
towards the requirement of the job.
 Training bridges the gap between job and
employees specification.

34. Contd…
 Management development is a
systematic process of growth and
development by which their abilities
to manage.
 It is a planned effort to improve
current current or future managerial
performance.

35. Organisation Development
 Organisation development is the
modern approach to management of
change and human resource
development.
 OD is a complex educational strategy
 It is used to increase organisational
effectiveness and wealth .

36. Contd…
 Through planned intervention.
 Concentrates on
norms,values,attitudes,relationship
and organisational climate.
 Aims at improving the organisational
effectiveness and job satisfaction of
employees.

37. Organisation/Job design
 Organisational design deals with
structural aspects of organisation
 Aims at analysing roles and
relationships
 Develops relationship between
exercise of authority and exchange.

38. Contd…
 Michael Armstrong defines job design
as job in term of its duties and
responsibilities.
 Understanding the job design to
motivate the individual and the
organisation.

39. Planning
 HRP is defined as the process of
assessing the HR needs in the light of
organisational goals.
 Efficient use of human,capital and
technology.
 Estimation of future requirements.

40. Selection and staffing
 Searching for prospective employees
and stimulating them to apply.
 Selecting the right people at right
time.
 Selection process involves judging on
variety of dimensions.

41. Contd…
 Selection includes
 Application form
 Initial interviews
 Reference checks
 Physical examination
 Final interview.

42. Sub factors of staffing
 Recruitment of getting applications.
 Selection of the best.
 Transfer and promotion.
 Training people who are qualified.

43. Importance of proper staffing
 Helps in discovering talented
employees.
 Ensures greater production.
 Avoids sudden distruption of enterprise
 Provides information to management
for internal succession.

44. Personnel research and information
system
 Research means systematic and goal
oriented investigation.
 Managers make decision and solve
problems
 Research can lead to better HRM
practices.

45. Compensation/Benefits
 Wages and salaries (the payment received for
performing work) are a major component of
compensation
 Reward process is to motivate the employees.
 Benefits such as ESI,leave travel
concession,non financial rewards such as
security,recognition and privileges.

46. Employee Assistance
 Providing personal problem solving
 Counselling to individual employees.

47. Union /Labour Relations
 Establishment of good albour
relations.
 Building constructive attitude.

48. Environmental Influence on HRM
 Technological Innovation
 Economic factors.
 Employees organisation.
 Labour markets.

49. Contd…
 Changing Demand of employers.
 Legal factors- Management of Human
resource as per legislation enacted.
 Legislations enacted in India
 Factories Act, Trade Unions act,Workmens
compensation act ,The payment of wages
act,The minimum wages act,Payment of
gratuity act,The maternity benefit act.

50. Human Resource in the Country
 Change in structure of employment
and their different backgrounds.
 Changes that have taken place in the
structure of work force.
 Increased level of formal education.

51. HR Audit
 HR records provide information
regarding the utilisation of human
resources.
 Critical evaluation of man power
programme is required to identify the
areas where improvement required.

52. Contd…
 Audit is an important aspect of
management control.
 It is evaluation of
policies,programmes and procedures
in the area of HR management.

53. Objective of HR Audit
 Review the whole system of
management.
 To evaluate the extent to which line
managers have implemented the
policies and practices
 To review HR system in comparison to
other organisations.

54. Contd….
 To locate gaps and lapses.
 To evaluate various HR policies.
 To evaluate HR staff.
 To seek answers to what ? Why? Why
not?

55. Need of HR audit
 To increase size of organisation.
 To change the philosophy of
management towards HR.
 To increase the strength and
influence of trade unions.

56. Contd….
 To change HR management
philosophy,personnel policies and
practices.
 To increase dependence on the HR
system.

57. Indicators of HR audit
 Procurement
 Qualitative indicator
 Personnel inventory,replacement
tables,organisation planning,job
description,specification,source
evaluation,exit interviews,induction.

58. Procurement
 Quantitative
 Turnover rates,selection
rates,retrenchment,dismissal,lay-
offs,recruitment ratios.

59. Utilisation
 Identificatin of merits
 Quantitative
 Capacity utilisation,idle
time,statistics,extra-time
statistics,backlogs,turnover per
employee,profit per rupee….

60. Training and development
 Training programmes,supervisory and
management development
programmes,systematic
promotions,career planning….
 Time taken in training,apprentice
ratios,scrap losses,productivity
increases.

61. Compensation
 Job evaluation programme,wage and
salary surveys,complaint from
employees about wage and salaries.
 Wage and salary
differentials,bonus,ctc.

62. Integration and maintainance
 House organ,employees hand
book,employees voluntary
participation in optional service
programmes.
 Quantitative
 Measured morale,measured
communication,absenteeism and
turnover rates.

63. Labour relations
 Labour management
committes,contract interpretations,no
strike clause.
 Work stoppages,grievances and their
settlement,arbitrations,costs.

64. Significance of HR Audit
 Employees participation in
organisational activities is essential
for the success of the organisation.
 Provides the required feed back.
 CTC
 Governments intervention can be
restricted.

65. Benefits of HR Audit
 Identifies the contribution of HR
department.
 Improves proffesional image
 Encourages greater responsibility and
professionalism amongst members of
HR department.
 Classifies the HR departments duties.
 Stimulates equality

66. Contd…..
 Identifies critical personnel problems
 Timely compliance with legal
requirements.
 Reduces Human resource cost.

67. HR Audit Areas and levels
 Planning
 Staffing and development.
 Organising
 Motivation and Commitment
 Administration.
 Research and innovation.

68. Planning
 Level-1
 Personnel shortage,supplies,layoff
 Level 2
 Time bound,Cost benefit,budget
 Level-3
 Present and future plans.

69. Staffing and Development
 Level-1Recruitment cost,training cost
 Level-2 Inhouse and outhouse
training programmes.
 Level-3 Non Discrimination.

70. Organising
 Level-1 :Feedback,reader interest,extent of
formal organisation.
 Level-2 :Job definition for
individuals,departments,task forces,house
organs etc…
 Level-3 : Reduces resistance to
change,effective 3 way communication.

71. Motivation and commitment
 Level -1 : Productivity,performance
norms,comparitive cost.
 Level-2 :Job enlargement,morale
survey,exit interviews
 Level-3 :High personnel
identification,whole sale satisfaction.

72. Administration style
 Level-1 : Suggestion,promotion,union
management
 Level-2 Consultative
supervision,collective bargaining,union
management committes.
 Level-3 :Style adopted.

73. Research and innovation
 Level-1 : Changes ,experiments
research reports,publication.
 R&D approach in all areas
 Level-3 Test all old new theories.

74. Scope of HR audit
 Forecasting
 Recruitment, selection
,careers,promotions ,training
 Areas of leadership,welfare,PA….

75. HR Audit Process
 Identify indices,indicators,statistical
ratios…
 Variation in time frame.
 Variations of different department.
 Draw trend lines and submit report.

76. Audit results
 Close look at the
policies,manuals,procedures
 Trends in manpower utilisation.
 HR depends on HR audit for
improving his own performance.

77. Audit Report
 Table of contents.
 Preface.
 Executive summary
 Area wise data,department wise,individual
wise then analysed
 Summary of analysis
 Appendix
 Bibliography.The audit report needs to be
signed by all members.

78. Unit-2 HR Planning
 HR Planning is the predetermination of the
future course of action chosen from a
number of alternative course of action for
procuring,developing,managing,motivating
,compensating,career planning,sucession
planning and seperating the human
element of enterprise.

79. Definition of HRP
 HRP is the process which includes
forecasting,developing and controlling
by which a firm ensures that it has
right kind of people at the right place
in the right time for doing work which
is economically most useful. By
Geisler.

80. General characteristics of HRP
 HRP must incorporate the human
resource needs in the light of
organisational goals.
 HRP must be directed towards well
defined objectives.
 Right number of people in right place
 Should pave way for effective
motivational process

81. Contd…
 Periodical review and changes.
 Adequate flexibility should be
maintained in HRP.

82. Objectives of HRP
 Plan adequate number of people to
achieve organisational objectives.
 HR planner should have timing and
scheduling of HR planning.
 Aid in framing training and
development.

83. Importance of HR planning
 Planning acts as a base for
recruitment.
 Employees can be trained and
developed in advance.
 A balance of Human resource can be
created.

84. Contd…
 To keep the cost of recruitment in
check.
 To bring a resorvoir of talent
 Appropriate man power budget can
be created.

85. Contd…
 Allows top management to participate
actively in HR functions.

86. Process of HRP
 Analysing organisational plans and
objectives.
 Analysing factors of manpower
requirement.
 Demand forecasting
 Supply forecasting.

87. Contd….
 Developing employement plans
 Job description
 Job specification.
 Developing Human resource plans.

88. Strategies for HRP
 Collect ,maintain and interpret
relevant information regarding HR.
 Peridically report manpower
objectives,requirements and
exisisting employment and allied
features.
 Techniques to understand the
requirement of manpower.

89. Contd…
 Measures of manpower utilisation as
components of forecasting.
 Suitable techniques for allocation of
work.
 Develop and employ methods of
economic assesment of HR.

90. CONTD….
 Should evaluate the
procurement,promotion and retention
of the effective HR.
 Should analyse the dynamic process
of recruitment,promotion andloss to
the organisation and controll them for
maximum utilisation of individual and
group.

91. Advantage of HRP
 Improvement of labour productivity.
 Recruitment of qulified HR
 Adjusting with rapid technological
changes
 Reducing labour turnover.

92. Contd….
 Control over recruitment and training
costs .
 Mobility of labour.
 Facilitating expansion Programmes.
 To treat manpower as corparate assets.

93. Limitations of HRP
 Inaccuracy
 Uncertainties
 Lack of support.
 Number Game.

94. Contd…
 Employees resistance.
 Lack of purpose
 Time and expense
 Inefficient information system.

95. Guidelines for making HRP effective
 Objectives
 Top management support.
 Appropriate time horizon
 Man power inventory.

96. Contd…
 HRIS.
 Adequate organisation and
coordination.

97. Responsibility for HRP
 Assist ,counsel and pressurise the
operating management to plan and
establish objectives.
 Collect and summarise data.
 Monitor and measure performance .
 To provide research necessary.

98. Job Analysis
 The immediate out come of job
analysis is job description.
 It is a statement explaining the
contents and essential needs of job
and a summary of the duty to be
performed.

99. contd
 Job description gives a precise picture
of features features of each job in
terms of task contents and
occupational requirements.
 Job description describes jobs not the
job holder.

100. Contd….
 It defines the scope of job
activities,major
responsibilities,positioning of the job in
the organisation.

101. Advantages/Important function
 Indicate very clearly the nature and
content of the job to the applicant.
 Rewards and punishments can be
legitimised.
 Job description serves as an
important basis for wage and salary
 Easy to identify the training needs of
the employee

102. Limitation of Job Description
 Job tends to be dynamic,not static
and a job description can quickly go
out of date.
 The superior and subordinates should
agree with the job description.
 Job description must be as accurate
as possible but this is a very difficult
job.

103. Job specification
 Job specification is minimum qualities
necessary to perform a job
satifactorily.
 Making job description as its base,it
lays down the base of abilities and
qualities.

104. Job Specification
 Physical
characteristics:Height,weight,vision,voice
 Psychological characteristics:Analytical
ability,mental concentration and
alertness,mechanical aptitude etc…
 Personal Characteristics:emotional
stability,good and pleasing manners.

105. Contd…
 Responsibilities: Responsibility for the
safety of others, responsibility for
generating confidence and trust,etc…
 Demographic characteristics :
Age,gender, education,experience
etc….

106. Recruitment
 It is process of searching for
prospective employees and stimulating
and encouraging them to apply for jobs
in an organisation.
 Source of recruitment:
 Internal
 External

107. Internal sources
 Promoting people internally.
 Transfer
 Notified vacancy.

108. Merits of internal sources of
recruitment
 Absorbing people already acquainted with
the company culture.
 Maintains internal motivation very high.
 Reduces labour turn over.
 Less costly.

109. Demerits
 Limits the choice of employees.
 Can be biased as role of seniors can
play an important role.
 It creates frustration among the
unselected employees.

110. External Sources
 Advertisements
 Employment exchanges
 Campus recruitment.
 Unsolicited applicants.

111. Contd…
 Labour contractors
 Employee referrals.
 Field trips.

112. Merits of external source of
Recruitment
 Fresh talent and skill come into
organisation.
 New employees may try to change
old habits.
 Highly qualified and experienced
employees

113. Contd…
 Recruitment happening from a large
market,the best selection can be
made.
 External sources provide the requisite
type of personnel having the required
skill and standard.

114. Demerits of external sources
 Reduce the morale of existing
employees.
 Denial of carrier advancement for
existing employees.
 Proper evaluation not be possible
because of time constraints.
 External recruitment may require
training.

115. Recruitment Policy
 A policy is standing plan policies are
directives
 A policy assits in decision making.
 A frame work to implement and
function.

116. Essentials of policy formulation.
 Should be definite ,positive and clear
 Should be translatable into practice.
 It should be flexible at the same time
should have great transperency.
 Should take care of all anticipated
conditions.

117. Contd…..
 Take care of sound judgement.
 Should confirm economic
principles,statutes and regulations.
 General statement of the established
rules.

118. Recruitment policy involves
 To find and employ the best qualified
persons for each job.
 To retain the best talent by offering
life-time carriers
 To facilitate personal growth on the
job.

119. Good recruitment policy
 Cover organisational objectives
 Identification of recruitment needs.
 Ensure long term employment
opportunities.
 Preffered source of recruitment.

120. Selection
 Selection,either internal or external,is
a deliberate effort of organisations to
select a fixed number of personnel
from a number of applicants .
 The primary aim of employee
selection is to choose those persons
who are most likely to perfom their
jobs with maximum effectiveness.

121. Definition of Selection
 The hiring process is of one or many
“go-no-go” gauges.
 Candidates are screened by the
employer and the shortlisted
applicants go on to the next hurdle
while the unqualified once are
eliminated.

122. Steps in selection procedure
 Application blank
 Initial interview of the candidate
 Employment test.
 Aptitude test
 Interest test
 Intelligence test.

123. Contd…
 Performance or achievement test.
 Personality test.
 Interviews
 Checking References

124. Contd…
 Physical or medical examination.
 Final Interview and induction.

125. Placement
 After selecting a candidate he should
be placed on a suitable job.
 Most organisation put new recruits on
probation for a given period of time.
 The probation period may be
extended if the employees do not
perform.

126. Employees placement process
 Collect details about the employees.
 Construct the employees profile.
 Match between sub group profile and
individual profile.
 Compare sub group profile to job family
profile.

127. Contd….
 Assign the individuals to job family.
 Assign the individuals to specific job
and future counseling and
assessment.

128. Contd…
 Definition according to Pigors and
Meyers have defined placement as
determination of the job to which an
accepted candidate is to be assigned
and his assignment to that job.

129. Problems of placement
 Employees expectation from the job.
 Expectation form the employers are more
than the employees ability or skills.
 Technological changes might result in
mismatch between the job and the
employees.
 Change in the organisational structure may
result in changes in the job.

130. Induction Programme
 According to R.P.Billimoria induction
is a technique by which anew
employee is rehabilitated into
changed surroundings and introduced
to the practices,policies and purpose
of the organisation.

131. Need for orientation
 Anxiety of new employees.
 Employee joins and finds job not
according to expectation.
 Proper induction helps to gel new
employees with old employees.

132. Steps in induction program
 Welcoming the new recruit.
 Providing knowledge about comp
 Providing with companies manual.
 Location to work

133. Contd…
 Explain department.
 Providing information about various
groups.
 Details about pay,wage and salary.
 Disscusing career prospects.

134. Types of induction prgrm
 General induction
 Specific orientation
 Follow up Induction.

135. Chpt-3 Training
 Training is a process of learning a
sequence of programmed behaviour.
 It is application of knowledge.
 It gives people an awareness of the
rules and procedures to guide their
behaviour and attempts to improve
their performance on the current job.

136. Purpose of training
 Is to achieve change.
 Enable to perform better
 This is achieved through bringing in
positive change.

137. Contd…
 Knowledge-Helps trainees to know
facts,policies,procedures and rules
pertaining to job.
 Skills- helps him to increse the
technical and manual efficiency.
 Attitude-Moulds his behaviour
towards his co-workers.

138. Importance of training
 Equips the management to face the
changing pressure.
 Results in the increase of quantity
and quality of output.
 Leads to job satisfaction and high
morale.
 Need lesser supervision.
 Trained personnels can meet the
competition of rival organisation.

139. Contd…
 Employees can increase their earning
capacity.
 Moulds employees attitude and helps
them achieve better.
 Economic use of material and
equipments
 Reduces absenteesim and labour
turnover.

140. Benefits of organisation
 Higher productivity
 Better organisation climate
 Less supervision.
 Man power obsolescence.
 Economic operations.
 Prevents industrial accidents.
 Improves quality

141. Contd…
 Greater loyality.
 Fulfills organisations personnel needs.
 Standardisation of procedures.

142. Benefits to employees
 Personnel growth
 Development of new skills.
 High earning capacity
 Adjust with technology
 Increased safety
 Confidence

143. Types of training programmes
 Induction or orienting training
 Job training
 Promotional training
 Refresher training

144. Contd….
 Apprenticeship training
 Internship training
 Vestibule training

145. Steps in training Programme
 Discovering or identifying training
needs.
 Preparing the instruction or getting
ready for the job
 Preparing the trainee

146. Contd….
 Presenting the operation
 Try out the trainees performance
 Follow up or rewards and feedback.

147. Identifying the training needs
 Organisational analysis.
 Operational analysis
 Man Analysis :Reviews the
knowledge,attitudes and skills a
person must acquire

148. Preparing the instructor
 Instructor is the key figure in the
entire programme.
 He must know both the job tught
and how to teach.
 Job must be divided into logical parts.
 Must have a lesson plan.

149. Preparing the trainee
 Putting the learner at ease.
 Stating the importance and ingredients of the
job and its relationship to work flow.
 Explaining why he is being taught.
 Creating interest and encouraging questions .
 Explaining the why of the whole job and
relating it to some job the workeralready
knows.

150. Contd…
 Placing the learner as close to his
normal position as possible.
 Familiarising him with equipment
,materials,tools and trade terms.

151. Presenting the operations
 Explain the course for the job.
 Do the job step by step according to
the procedure.
 Explain each step that he is
performing.
 Have the trainee explain the entire
job.

152. Try out the trainees performance
 The trainee is asked to go through
the job several times slowly.
 Mistakes are corrected .
 Repetitive practice.

153. Follow up
 Testing the effectiveness of training.
 Feed back on training effectiveness.

154. Selection of training method
 Nature of problem area: operational
problem or human resource problem.
 Level of trainees in the organisation
hierarchy
 Methods ability to hold and arouse
the interest of trainees during the
training period.

155. Contd…
 Availability of competent trainers.
 Availability of finance.
 Availability of time.

156. Executive or management
development
 According to Harold Koontz,
Developing a manager is a
progressive process in the same
sense that educating a person is
.Neither education or development
should be thought of as something
that can ever be complicated.

157. Need and importance of executive
development
 Shortage of trained managers.
 Performance of company depends
upon the quality of managers.
 Obsolescence of managerial skills

158. Objectives of executive
development
 Steady source of competent people.
 Prevents managerial obsolescene.
 Prepares the employees for higher
assignments.
 Develop a second line of competent
managers.
 Promote high morale and good
organisational climate.

159. Methods of executive development
 On the job methods
 Off the job methods.

160. On the job methods
 Coaching
 Job rotation
 Special projects.
 Committee assignments.

161. Off the job methods
 Role playing
 Case study method.
 Conference training
 Management games.

162. Contd…
 Sensitivity training/t-group training
 In basket exercise
 Syndicate method
 Multi management and special
course.

163. Career Planning
 It is a series of work related
experiences but a sequence of
attitudes and behaviours associated
with work related activities over the
span of a persons life.
 Career thus represents an
organised ,well timed and positive
move taken by aperson across time
and space.

164. Aims and Objectives of career
planning
 Aims at matching individual potential
for promotion and individual
aspiration.
 Organisation has right people with
right skill at right time.
 Opens growth opportunities for
employees of organisation.

165. Principle objectives
 To secure right person at right time
for the right job.
 To provide adequate career avenues
 To strengthen the retention
programme of the organisation.
 To make a contended team of
employees.

166. Needs for career planning
 To attract competent persons and
retain them in the organisation.
 To provide suitable promotional
opportunities
 Map out careers
 Ensure better utilisation of
managerial reserves
 To reduce employee dissatisfaction

167. Contd….
 To correct employee placement
 To improve employee morale and
motivation
 To achieve higher productivity.
 To provide guidance and encourage
employees.

168. Benefits of career planning
 Career planning helps employees
enhance their job.
 Helps in overall effectiveness of the
organisation.
 Employees is assured of qualified and
comitted employees.

169. Benefits of a career development
systyem
 Managers
 Increased skill in careers
 Greater retention of valued
employees
 Better communication between
managers and employees.
 More realistic staff development
 Prductiver performance appraisal
decision and enhanced reputation.

170. Contd…
 Employees
 Helpful assistance with career decisions
 Enrichment of present job,better
communication
 More realistic goal planning
 Better feedback
 Current information
 Greater personal responsibility for career

171. Organisation
 Better use of managing employees skills.
 Dissemination of information.
 Better communication in organisation.
 Greater retention of valued employees.
 Expanded public image
 Increased effectiveness of personnel
system and greater clarification of goals.

172. Process of career Planning
 Identfication of individual needs and
aspiration.
 Analysing Career opportunities.
 Identifying congruence and incongruence
 Action plans and periodic review.

173. Performance Appraisal
 Performance appraisal includes all
formal procedures used to evaluate
personalities and contributions and
potentials of group members in a
working organisation.

174. Objectives of PAS
 Feed back
 Compensation decisions
 Personal development
 Training and development Programme.
 Promotion Decision
 Improves Supervision.

175. Uses of PAS
 Valuable information for personnel
decision.
 Provide feedback about level of
achievement.
 Suggesting changes
 Analyse training and development
 Used for selection for higher positions
 Base for HRP and positive
environment.

176. Performace appraisal system
 Establish job analysis.
 Establih standards of performance
 Communicating standards of
performace for subordinates.
 Measuring actual performance.
 Comparing actual with standard.
 Initiating corrective action.

177. Purpose of performace appraisal
 Administrative
 Employee Development
 Programme assessment

178. Need of performance appraisal
 Creating satisfactory level of
performance
 Fixation of salary,allowances
 Evaluate the effectiveness of training
and development
 Assessing the strengths and
weakness of HR and giving feed back

179. Process of performance appraisal
 Job analysis,job description and job
specification.
 Establishing standards of
performance.
 Communicating performance
standards to employees

180. Contd….
 Measuring actual performance
 Objective performance
 Quality of production
 Degree of training needed
 Accidents in a given period
 Absenteesim
 Length of service

181. Subjective performance measures
 Ratings by supervisors
 Knowledge about overall goals.
 Contribution to socio cultural values
of the environment.

182. Cntd…
 Correcting actual performance with
standards.
 Initiating corrective course of action.

183. Essentials of a good appraisal
system
 Reliability
 Job relatedness
 Standardisation
 Practical viability

184. Contd….
 Training to appaisers
 Open communication
 Employee Access to results
 Clear objectives

185. Contd….
 Post appraisal interview
 Periodic review
 Non Vindictive in nature

186. Methods of training of PAS
 Traditional
 Non-traditional.

187. Traditional Method
 Unstructured method
 Straight ranking method
 Paired comparison
 Man to man comparison method
 Grading method
 Graphic rating
 Forced choice
 Check list method

188. Contd…
 Weigh check method
 Free essay method
 Critical incidents method
 Field review method
 Confidential reports.

189. Modern methods
 BARS-Behavioural anchored rating scale
method
 Result oriented method
 MBO
 Assessment method
 Human resource accounting
 360 degree appraisal
 Psychological appraisal

190. Post appraisal Analysis
 Reliability and validity
 Confidence and trust
 Immediate superior as appraiser.
 Swift and economical

191. Contd….
 Open Communication
 Post appraisal interview
 Job Relatedness

192. Problems of performance appraisal
 Rating biases
Leniency and strictness error
Halo error
Central tendency error
Personal Prejudice
Consequence of appraisal
Recency effect

193. Contd…
 Opportunity Bias
 Group cohesiveness
 Knowledge of predictor bias
 Similarity error

194. Ways for Improving performance
appraisal
 Choosing the appraisal method
 Multiple raters
 Training Appraisers
 Ongoing feedback
 Selective rating
 Peer evaluation
 Post appraisal interviews
 Rewards to accurate appraisers.

195. Job Compensation
 Job evaluation is an effort to determine the
relative value of every job in a plant to
dtermine what fair basic wage for such a
job should be.
 A process of determining the relative worth
of the various jobs within the
organisation,so differential wages may be
paid to jobs of different worth.

196. Objectives of job evaluation
 Payment of high wages and salaries to
persons who hold jobs and positions not
requiring skill,effort and responsibility.
 Paying beginners less than they are entitled
 Giving raise to people whose performance
does not justify
 Deciding rates of pay on the basis of
seniority rather than the ability
 Payment of varied wages and salary
 Payment of wages and salaries on the basis
of race,sex,religion ….

197. Principles of job evaluation
programmes
 Rate the job and not the man.
 Elements selected for rating should
be easily explainable.
 Elements should be clearly defined
and properly selected
 Involving the employees for job
evaluation.

198. Advantages of job evaluation
 A logical method for ranking jobs.
 A new job the method often facilitates
fitting them to existing wage
structure.
 Helps in removing grievances

199. Contd…
 Uniformity in wage structure.
 Information can be used for
transfer,promotion procedure.

200. Limitations of job evaluation
 Rapid technological advancement
 Creates doubts and fears.
 Job evaluation takes a long time to
install.
 Leads to grievances.

201. Contd….
 Job evaluation is a highly subjective
process
 Traditional job evaluation method is
not suitable to evaluate relative worth
of managers.

202. Methods of job evaluation
 Non-analytical or non-quantitative
system
 Ranking system
 Job classification or grading system

203. Ranking system
 In this the job raters rank one job
against another
 They do not assign any points or
values
 It is done from lowest to the highest.

204. Merits
 Simple,quick and inexpensive.
 Suitable for small organisations who
can not employ consultants.
 System is simple and easy to
understand.
 Inexpensive.

205. Demerits
 It is a crude process where specific
job requirements are not analysed
separately.
 There is absence of any yard stick.
 It just produces a job order but does
not indicate how much one job differs
from the other.

206. Job cassification/grading system
 A number of pre-determined grades
or classification are established.
 It begins with an overall comparison
of all jobs.
 Ageneral specification is prepared
indicating the nature of workand
responsibility.

207. Contd….
 Each grade is assigned a salary range
with maximum and minimum limits
 The jobs are then fitted into these
predetermined classes.

208. Merits of job classification
 Best suited for small organisations,it
is easy,inexpensive to administer.
 Employs think of jobs in cluster or
group.
 Job grading is considered to be an
improvement over ranking.

209. Contd….
 Job grading makes pay determination
problems administratively easier to
handle.

210. Demerits of grading system
 Difficult to write comprehensive and
unambiguous class description.
 Rater can be easily influenced by
title,personality and existing pay rate
of jobs.
 Lack of substantiating data.

211. Contd….
 Personal evaluation determine into
which class the job should be placed.
 Unsuitable for large organisations as
it is a very rigid system

212. Analytical or quantitative system
 In case of quantitative system various
factors of a job are considered and
points are alloted according to their
relative worth.
 There two types of system,point
rating system and factor comparison
method.

213. Point rating system
 This system is based on allocation of
points to each factor of the job and
the sub factors.
 The overall point scored decides the
worth or value of a job.
 First introduced by western electrical
company

214. Merits of rating system
 Predetermined factors act as
guidelines for rating.
 Method forces raters to consider
individual factors rather than job as
whole.
 Gives numericals as base for job
differentiation.

215. Contd….
 Prejudice and human judgement are
minimised.
 Assignment of points determine the
worth of the job and also gives a
comparison of how much one job is
worth than the other.

216. Demerits of point rating system
 Very difficult to give a fair evaluation
of the relative worth of each job in
the organisation.
 The listing may omit some elements
that are important in certain jobs.
 Workers find it difficult to fully
comprehend the point rating system

217. Contd…..
 Time consuming
 There is considerable working.
 System is inflexible at the same point
systems canot generally be sued for
production and office jobs.

218. Factor comparison system
 This was developed by Eugine J Benge at
the Philadelphia Rapid transit company in
1926
 Determined the relative importance of
factors and their significance.
 E.g,factor skills,mental skills,responsibility
which is then converted to money.

219. Merits
 Systematic,quantified and detailed.
 Can be used to evaluate unlike jobs such as
clerical,supervisory.
 Job by job comparison.
 Fairly easy system to explain to employees.

220. Demerits
 Very expensive and complicated
 Difficult to operate.
 Money rates ,tends to influence rater.

221. Essentials for success of job
evaluation
 Managements objective must be
clear.
 All relevant internal and external
factors must be considered.
 Should have approval by top
management.

222. Contd…
 Must be accepted by trade unions.
 There must be a centralised
coordination
 Conduct of wage surveys to provide
proper information.

223. Contd…
 Predetermination of factors
 Important factors of job content.
 Job evaluation issues
 Category up to which it would be
covered.

224. Contd…
 Who would evaluate the job?
 How would employees be consulted.
 Is the atmosphere proper for
launching the programme.

225. Uses of job evaluation
 Effective means of determining
internal pay relationship
 Used as a tool for implementing
companies basic pay.
 Foundation for insentives and bonus
plans.

226. Contd…
 Moves for promotion or demotion can
be determined
 Realistic foundation for gearing
companies pay scale
 Assists managers in meeting day to
day problems,reduction in employees
grieveances.

227. Uses of Job evaluation
 Job evaluation is most effective
means of determining internal pay
relation for most type of jobs.
 Can be used as a tool for making
companies basic pay policies.
 Forms a reasonable basis for
personnel moves

228. Contd…
 Useful control over wage and salary.
 Forms a realistic foundation.
 Assists managers in meeting day to
day problems.

229. Wage and salary administration.
 Methods of Wage Payment
 Time wage system
 Piece wage system

230. Time wage system
 Based on the amount of time spend
on work.
 Wages do not depend on the
performance of the employees.

231. Features of time wage
 It is more widely used.
 It is simple to compute the earnings.
 Provides guaranteed and secured
income.
 Removing fear of irregular income.
 It facilitates pay roll function.

232. Advantages of time wage system
 Sense of security of income.
 Conducive climate is provided for
better labour management.
 Disputes minimised.

233. Disadvantage of time wage system
 Time wage system offers no
incentives.
 No encouragement for better
performance.
 Ambitious workers receive no
monetary reward.
 Demands intensive and strict
supervision.

234. Piece wage system
 The amount is paid based on the
work performed or productivity.
 Earning of the employees are directly
proportional to productivity.

235. Features of Piece wage system
 Can offer direct connect between
effort and reward.
 Ensures productivity.
 Wage cost determination is easy.

236. Advantages of piece wage system
 Direct connect between effort and reward.
 Simple and easy to understand
 Worker interested in higher efficiency
 Cost accounting and control by
management is made easy.

237. Disadvantages of piece wage
system
 Danger of overwork
 Requires a lot of supervision to
maintain quality and standard of
work.
 It is an ineffective method ,if quality
is given preference.

238. Incentive wage plans.
 A system of payment which would
maintain both quality and quantity is
called Incentive wage plan.
 A judicious system which includes
both basic wage system and a blend
of time and piece wage system.

239. Essentials of a sound wage
incentive plan.
 Measurement of the amount of work
done
 Establishment of standard output on
the basis of which the incentive have
to be worked
 Setting up a suitable rate of
incentive.

240. Types of incentive plans
 Halsey Plan
 Rowan plan
 Taylor ‘s differential piece wage plan
 The Emerson efficiency system
 The Gantt system
 The bedeaux point premium plan

241. Halsey Plan
 Plan originated by F.A.Halsey
 Was started to bring in efficiency
amongst workers.
 Guaranteed wages according to time
basis.
 Standard time calculated was based
on time and motion studies.

242. Contd…
 Workers who perform the job in less
than standard time is paid bonus.
 Those who take the whole time ,not
punished but paid regular time wage
system.

243. Contd….
 Earnings are based on the 33% value
of time saved.
 Standard time set on previous
experience.
 50% of time saved when the
standards are scientifically set.

244. Rowan Plan
 Wages ,according to time basis are
guaranteed.
 A standard time is determined before
and a bonus is paid according to
time.

245. Contd…
 Earnings calculated
 Bonus = Time saved * time taken*hourly
rate
Standard time

246. Taylor’s differential piece wage plan
 There is no guarantee of wages.
 The standard of output is fixed per
day e.g. 40
 If the per unit charge is 30 paisa and
25 paisa
 If the output reaches 40 units then
they get 30 paisa for every unit.
 If the output is 39 units they get 30
paisa for every unit.

247. Emerson efficiency system
 In this the daily wage is gauranteed.
 Workers given a particular time to
complete.
 If they take lesser time then bonus
granted .

248. Gantt System
 Similar to Emerson efficiency system
 100% Efficiency essential
 Foreman also attains bonus if the
worker under him attains the required
standards.

249. Bedeaux point premium plan
 The chief novelty of this plan is that
the value of time saved is divided
between workers and foreman
 ¾ to workers.
 ¼ to foreman.

250. Variable Compensation individual
and group
 Incentive compensation is also called as
payment by result.
 A means of sharing financial profit with
workers so that there is better out-put.
 Incentive system helps to reduce the gap
between workers and management.

251. Broad categories of incentives
 3 incentive schemes classified by
Dunn and Rachel.
 Simple incentive plan
 Sharing incentive wage plan
 Group incentive plan

252. Simple Incentive Plan
 The simplest of all wage incentives
straight piece rate system.
 One of the oldest method.
 Straight calculation done on the basis
of the price given per unit.
 E.g-Rs 2 ,if 10 pieces then Rs 20.

253. Sharing incentive wage plan
 Modification of Taylors wage plans.
 The workers get paid on the piece
rate system
 Those who produce more in a given
time is paid more per unit charges.

254. Group incentive plan
 Applied where there are more
number workers.
 There is join achievements and
results
 Inculcate team spirit and a sense of
mutual cooperation among workers.

255. Requisites for the success of an
incentive plan
 Believe that money is a strong
motivator
 Direct effort between effort and
reward
 Worker is immediately rewarded for
effort.

256. Contd…
 Relation between management and
workers
 Should reward employees in direct
manner
 Plan should be easily calculated

257. Contd….
 Immediate rewards for performance
 Must be within the financial budget
 Should be gauranted and on reasonable
standards.
 Reward needs to be valuable to employee.

258. Contd…
 Plan must encourage employees to
support each other
 Taken to consideration health and
welfare of the employees.
 Clearly identifiable
 Guaranteed base rate.

259. Fringe Benefits
 Fringe benefits are additional benefits
and services that are provided to
employees in addition to their salary.
 They are given to the employees
based on their performance.

260. Contd…
 Advantage of fringe benefits are that
they are not included under taxable
income.
 Fringe benefits such as health,
insurance can be attained at a lower
expenditure.
 Companies usually use these benefits
to retain the employees.

261. Fringe benefits help
 Lessen fatigue
 Oppose labour unrest
 Satisfy employee objectives
 Promote recruitment
 Minimize turnover
 Reduce overtime costs.

262. Principles of fringe benefits
 Benefits and services must be provided to
the employees for protection and
encourage their well being.
 The benefits should fulfill real requirements
of employees.
 Benefits should and services should be cost
effective.

263. Contd…
 Fringe benefits should be monitored
with proper planning.
 While determining the fringe benefits
the fringe benefits communicated by
the union must be considered.
 The employees of a company must be
well informed.

264. Examples of monetary benefit
 Legally required payments: Old age
,survivors and health insurance,
workers compensation, unemployment
compensation.
 Dependent and long term benefits:
Pension plan, group life insurance,
group health insurance, sick leave

265. Contd…
 Payments for time not
worked:Vacations,holidays,voting pay
allowances.
 Other benefits: Travel allowances,
company car

266. Types of fringe benefits
 Monetary
 Non –Monetary
 Examples of non-monetary:
 Knick-knacks: Company watches, desk
accessories-shirts…
 Treats: Free lunch, coffee breaks,
picnics….

267. Important fringe benefits
 Payment for time not worked
 Insurance benefits
 Compensation benefits
 Pension plans.

268. Monitoring fringe benefits
 Setting up benefit objectives
 Assessing environmental factors
 Determining competitiveness
 Conveying benefit information
 Controlling benefit costs and
evaluation.

269. Setting up benefit objectives
 Encouraging external competitiveness
 Enhancing cost effectiveness
 Fulfilling the needs and preferences of
each employee
 Adhering to the legal compulsion.

270. Assessing Environmental factors
 Government policies
 Regulations
 Union and economic factors
 Internal factor includes: Financial
condition.

271. Determining competitiveness
 Competitors provision.
 Competitors strategies

272. Conveying Benefit Information
 Booklets
 Regular employee meetings
 Brochures and slide presentations.

273. Controlling benefit costs and
evaluation
 Has the employees earnings
enhanced.
 Has the earning of the employees
been able to attract new employees.
 Has the confidence risen.

274. Concept of variable compensation
plan
 The variable compensation reffers to
the incentive schemes given to
workers on the basis of productivity
 Individual incentives
 Group incentives.

275. Incentive schemes
 Straight piece work method
 Standard hour method
 In both methods earnings vary in the
same proportion as output.

276. Earnings vary less proportionately
than output
 Halsey plan
 Rowan plan
 Barth scheme
 Bedaux plan
 All the plans work on time saved.

277. Earnings vary proportionately more
than the output
 High Piece rate method
 High standard hour method

278. Objectives of national wage
 To eliminate malpractices.
 To set minimum wages for workers.
 To rationalize inter occupational,inter-
industrial,inter-regional wage
differentials in such a way that
disparities are reduced in a phased
manner.

279. Contd…
 To compensate workers for the raise
in the cost of living in such a manner
that in the process the ratio of
disparity between the highest paid
and the lowest paid worker is
reduced.
 Promote collective bargaining and
trade unions.

280. Contd…
 Fruits of economic development.
 Avoid a policy of high wages.
 Efficient allocation and utilization of
resources.

281. Regulations Adopted
 Prescribing minimum rates of wages
 Compulsory conciliation and arbitration
 Wage boards.

282. Minimum wages
 In order to prescribe the minimum
rate of wages, the min wages act
1948 was passed.
 The act empowers the govt to fix
minimum rates of wages in respect of
certain sweated and unorganized
employments.

283. Compulsory conciliation and
arbitration
 With the object of providing for
conciliation and arbitration, the
industrial disputes act 1947 was
passed.
 It provides for the appointment of
industrial tribunals for settlement of
industrial disputes.

284. Wage boards
 A wage board is a tripartite body with
representatives of management and
workers.
 It is presided over by a government
nominated chairman who can act as
an umpire in the event of
disagreement among the parties.

285. Wage policy in a developing
economy
 A suitable wage policy for a
developing economy must ensure
economic growth with stability.
 If the wage level is high it will
hamper the industrial growth.
 If the wage level is low it will
adversely affect the workers.

286. Two main considerations in wage
fixation
 Adjust wages to cost of living need
based wages)
 To link wages with productivity.

287. Need based wages
 The wage should enable the worker to
provide for himself and for his family
not merely the bare necessities of food,
clothing and shelter but also include
education for children, protection
against ill-health, requirements of
essential social needs and a measure of
insurance against misfortunes and old
age.

288. Labour conference 1957
 The standard working family should
consist of three consumptions units.
 The minimum requirements of food
should be calculated on the basis of
net intake of calories as
recommended by Dr. Aykroyd

289. Contd….
 The clothing requirements should be
taken as 18 yards per head per
annum.
 As for housing the rent corresponding
to minimum provided under the
government industrial housing
scheme.
 Fuel ,lighting and other miscellaneous
constitute 20 percent.

290. Minimum wage
 National commission on labour
describes
 Wage which provides a worker with
physical subsistence.

291. Fair wage
 The productivity of labour
 Prevailing rate of wages.
 Level of national income and its
distribution
 Place of industry in the economy.
 The degree of unionization of labour.

292. Promotion
 Promotion is a term which covers a
change and calls for greater
responsibilities and usually involves
higher pay and better terms and
conditions of service and therefore a
higher status or rank.

293. Types of promotion
 Limited promotion
 Dry promotion
 Multiple promotion
 Up and out promotion

294. Basis of promotion
 Promotion based on seniority
 Promotion based on merit
 Temporary promotion

295. Promotion policy
 State formally the organizations broad
objective
 Ratio of internal promotion Vs external
recruitment
 Decide the basis of promotion
performance appraisal)

296. Contd…
 Communicate promotion policy
 Lack of promotion avenues.
 Determination of seniority
 Relation of disciplinary action to
promotion.

297. Advantages of promotion policy
 Works as an incentive .
 Develops employee loyalty.
 Increases job satisfaction
 Increases work effectiveness.

298. Contd…
 Attracts effective employees.
 Increases employee interest in
training and development.
 Promotion makes employees believe
that their turn would come.

299. Demotion
 It is a process where the employees
are send to a lower position.
 It could be with less authority and
responsibility with lesser payment.

300. Causes of demotion
 As a disciplinary weapon.
 Due to personnel reasons such as ill
health
 Curtailing of activities.
 Can not meet standards.

301. Conditions for demotion
 Violation of rules
 Proper and detailed investigation
 Violations occur
 Provision for review and infrequent.

302. Transfer
 A change in the assignment without
the change in status is called
transfer.
 Yoder defines it as a lateral shift
without change in position .

303. Types of transfer
 General transfer
 Production transfer
 Replacement transfer
 Shift transfer
 Remedial transfer
 Versatility transfer
 Punishment or penal transfer.

304. Contd…
 Request or personal transfer
 Mutual transfer.

305. Transfer policy
 Clarify circumstances under which
transfer would be used.
 Must locate the authority who initiate
transfer
 The policy should maintain if transfer
can happen within department, within
sub units….

306. Contd..
 Describe the type of transfer.
 If seniority credit would be
maintained and so on……..

307. Transfer procedure
 Intra departmental transfer
 Inter departmental transfer.
 Branch transfer

308. Seperation
 Resignation
 Discharge
 Dismissal
 Retrenchment

309. Contd…
 Lay off
 Golden hand shake
 Retirement.

310. Absenteeism
 Unauthorized absence of the workers
from the job when work is available.

311. Rate of absenteeism
 Rate of absenteeism =(No of total
man shifts lost- no of total man shift
schedule)* 100

312. Causes of absenteesim…
 Maladjustment with factory condition.
 Social and religious function
 Stress
 Alcoholism and drug abuse.

313. Contd….
 Unsatisfactory housing condition
 Sickness
 Unhealthy working condition
 Rural exodus

314. Contd…
 Absence of sufficient welfare activities
 Managerial attitude
 Over identification with family affairs
 Desire for money status and power.

315. Measures to control absenteesim.
 Notification.
 Granting of leave
 Programmes should be strengthened
 Offering bonus…

316. Labour turnover
 Measurement of labour turnover can
be done
 Accession
 Separation
 Replacement
 Flux method

317. Accession
 Labour turn over= (No of accession
during a period+ Average no of
workers during the period) *100
 Separation= No of separations during
the period * 100
Average number of workers during the period

318. Causes of labour turn over
 Resignation
 Dismissals

319. Measures to reduce labour turn
over
 Increase pay level
 Introduce rewards
 Career opportunities
 Work shop etc….

320. QUALITY OF WORK LIFE
 Quality of work life basically talks
about the sociopsychological needs of
the employees, requirements of
technology ,structure where the
employees have a level of satisfaction
thus increasing their rate of
performance

321. Factors for QWL
 Compensation
 Safe working conditions
 Personal rights
 Balance of family and work

322. Effects of QWL
 Job involvement
 Employee satisfaction
 Great sense of competencies.

323. Scope of QWL
 Fair and reasonable pay
 Safer environment
 Benefit for employees
 Job security, job satisfaction

324. Approaches to Qwl
 Flexibility of work schedules
 Freedom to form groups
 Opportunity for growth
 Participation of employees
 Implementing suggestion system…

325. Historical background of QC
 It was started in Japan in 1960.
 QCs have spread all over the world.
 QCs became popular in all the industry.
 QC members identify the problem and bring
in improved condition.

326. Objectives of quality circles
 Improvement and development of
organization.
 Develop respect of human relation
and induce job satisfaction.
 Deploy human capabilities
 To satisfy the workers psychology.
 To improve quality of product
services and reduce cost.

327. Advantages of quality circles
 Generation of creative ideas
 Improve in productivity
 Better team work
 Higher motivation

328. Limitations of QC
 Fitting of QCs in existing culture.
 Top management should take proper
care and interest.

329. Conditions essential to make QC
effective
 Top management support
 Education and training of managers.
 Timely implementation
 Sharing gains in productivity

330. Contd…
 Facilities for meetings and discussions
 Regular monitoring of working of
quality circles.

331. Morale
 Morale is the degree of enthusiasm
and willingness with which individual
workers of a group set out to
perform.

332. Effects of low morale
 High rate of absenteeism
 Tardiness
 High labour turnover.
 Strikes and sabotage
 Lack of pride in work
 Wastage and spoilage

333. Measures to build high morale
 Leadership
 Sound wage
 Favorable work environment.
 Higher order need satisfaction.
 Other measures

334. Factors affecting morale
 The organization.
 Job enrichment
 Leadership
 Work environment
 Nature of work
 Attitude of co-workers.

335. Job satisfaction
 Job satisfaction : The combination of
physiological and environmental
circumstances that cause a person to
truthfully say I am satisfied with my
job.

336. Determination of job satisfaction
 Job content
 Occupational level.
 Pay and promotion
 Work group
 Supervision

337. Personal characteristics
 Age
 Gender
 Educational level
 Maritial status
 Experience

338. Consequences of job satisfaction
 Affects the physical health
 Lack of job satisfaction creates an
unwillingness to work
 Job satisfaction reduces employee
turnover.

339. Social Security
 Social security is complete protection
of every citizen.
 According to ILO1952 following are
the nine components.

340. Components of social security
 Medical care
 Sickness benefit
 Unemployment benefits.
 Old age benefit
 Employment injury benefit
 Family benefit
 Maternity benefit
 Invalidity benefit & survivor benefit.

341. Social security in India
 Social Assistance
 Social insurance

342. Draw backs of social security
schemes in India
 All needed to be integrated in one
act.
 Very little contribution is made by the
state and the employer.
 Social security benefits only industry
workers.

343. Laws and acts
 The employee state insurance act
1948
 The employees provident fund act
1952
 The workmen’s compensation act ,
1923

344. Contd…
 The maternity benefit Act 1951
 The industrial disputes act,1947

345. Employees state insurance act 1948
 ESIS Employee state insurance
scheme.
 Medical facilities to employees who
have salary less than 6,500 Rs.
 The treatment should also to be
provided to retired and spouse at a
cost of Rs.10

346. Contd…
 The entire functioning is monitored by
ESIC-Employees state insurance
scheme. It covers
 Sickness benefits
 Medical benefit
 Maternity benefit
 Disablement benefit

347. Contd…
 Disablement benefit
 Dependents benefit.
 Funeral benefit

348. The employees provident fund act
1952
 The employees provident fund act
was launched in1952
 The scheme is applicable to people
getting a salary of Rs5000.
 According to this employees are
supposed to contribute

349. Coverage of employees provident
fund act 1952
 Employees pension scheme 1995
 Death Relief fund
 Gratuity scheme
 Employees deposit linked scheme.
 Group life insurance scheme

350. Workmen's compensation act 1923
 This act provides social security to
the employees of a company
 The employee has to be compensated
if they meet with an accident during
course of employment.
 Overtime pay, benefits of food,
clothing etc…

351. Contd…
 Min amt to be paid to an employee
for permanent disabled or death is
Rs60000 and Rs 50000
 Min payment for permanent
disablement is 2.28 lac and Rs 2.74
lac.

352. Maternity Benefit act 1961
 Maternity leave
 6 weeks before due date
 Free medical treatment
 Allow the female ladies to feed her
baby.

353. The Industrial disputes act 1947
 25A TO 25S: Related to employee
termination
 25C to 25 E :They are not applicable for
organization with employees less than 50
employees.
 Sec 25 C ;It states that if an employee has
worked for a year or more than a year the
company needs to give 50% of the
employees basic salary.

354. Health and safety
 Physical health
 Mental health
 Noise control
 Work stress

355. Industrial accident
 Causes of accidents :
 Unsafe conditions
 Unsafe acts
 Other causes

356. Contd….
 Accident prevention
 Occupational disease

357. Provision under factories act 1948
 A)Health
 Cleanliness
 Disposal of wastes
 Ventilation and temperature
 Dust and fume
 Artificial humidification
 Overcrowding
 Lighting, drinking water,laterines urinals.

358. CONTD…
 Safety
 Fencing of machinery
 Work on near machinery in motion
 Employment of young person on
dangerous machine unless….

359. Labour welfare
 Efforts to make life worth living for
workmen

360. Need for labour welfare
 From the point of view of workers
 Employers point of view
 From unions point of view

361. Provision of labour welfare
 Washing facility
 Storing and drying clothes
 Sitting arrangement
 First aid application…

362. Contd…
 Canteen
 Rest rooms.
 Creches