The document provides an overview of key concepts in human resource management including the definition of human resources and human resource management, the functions of HRM including managerial and operative functions, and processes involved in HRM like human resource planning, recruitment, selection, and training and development. It also discusses concepts like job analysis, job description, job specification and sources of recruitment along with factors affecting recruitment and selection.

1. HUMAN
RESOURCE
MANAGEMENT
A QUICK REVISION FOR
NET/GSET EXAMINATIONS
Anuj Bhatia [BBA, M.Com, Ph.d (pur), UGC NET, GSET]
Shah Tuition Classes
Contact: avbhatia_anuj@yahoo.com, 9898251471

2. CONCEPT OF HRM
• Human Resource- “the total knowledge, skills,
creative abilities, talents and aptitudes of an
organization's workforce, as well as the value,
attitude and beliefs of the individual involved”
• Human Resource Management- “ HRM means
employing people, developing their resources,
utilizing, maintaining and compensating their
services in tune with the job and organizational
requirements with a view to contribute to the
goals of the organisation, individual and society.”
2

3. FUNCTIONS OF HRM
1. Managerial Functions
i. Planning
ii. Organizing
iii. Directing
iv. Controlling
3

4. 2. Operative Functions
1. Employment
1. Job Analysis
2. Human Resource Planning
3. Recruitment
4. Selection
5. Placement
6. Induction and Orientation
2. Human Resource Development
1. Performance Appraisal
2. Training
3. Management Development
4. Career Planning and Development
5. Internal Mobility
6. Transfer
7. Promotion
8. Demotion
9. Retention and Retrenchment
10. Change and Organisational Development
4

5. 3. Compensation
1. Job Evaluation
2. Wage and salary administration
3. Incentives
4. Bonus
5. Fringe benefits
6. Social security Measures
4. Human Relations
5. Industrial Relations
5

6. ROLE OF HRM
 HR in the nations well-being
 Man vis-à-vis Machine
 HRM and General Management
 HR system is a central Sub-system
 Social Significance
 Professional Significance
 Significance for Individual enterprise
6

7. 7

8. 8

9. ANSWER:
 (D) All Employees
9

10. 10

11. ANS:
 (A) Development Function
11

12. 12

13. ANS:
 (C) Procurement
13

14. 14

15. ANSWER:
 (A) Development
15

16. HUMAN RESOURCE PLANNING
• HRP means deciding the number and types of
HR required for each job, unit and the total
company for a particular future date in order to
carry out organizational activities.
• Coleman defines HRP as “ the process of
determining manpower requirements and the
means for meeting those requirements in order to
carry out the integrated plan of the
organisation.”
16

17. BENEFITS OF HRP
• Checks the corporate plan of the organization
• Offsets uncertainty and change
• Provides scope for advancement through training and
development
• Anticipate the cost of HR and formulation of Budgets
• To plan for physical facilities, working conditions etc
• Development of HR to meet organizational needs
• To meet the HR requirements in case of high turnover
• Needed to identify the areas of surplus personnel
17

18. FACTORS AFFECTING HRP
External Factors Internal Factors
 Government policies
 Company’s strategies
 HR policy of the
 Economic development
company
and supply of HRs
 Formal and Informal
 Business Environment
Groups
 Information Technology  Job Analysis
 Levels of Technology  Time Horizons
 Natural Factors  Type and Quality of
 International Factors Information
 Companies production
and operation policy
 Trade Unions
18

19. PROCESS OF HRP
1. Deciding the objectives
2. Estimating future organizational structure and
manpower requirements
3. Auditing HR
4. Planning job requirements and job descriptions
5. Developing a HRP
19

20. JOB ANALYSIS
• JA is a procedure by which pertinent information is
obtained about a job, i.e., it is a detailed and
systematic study of information relating to the
operations and responsibilities of a specific job.
• Contents of JA:
• Job identification
• Significant characteristics of a job
• What the typical worker does
• Which equipment and materials a worker uses
• How a job is performed
• Required personnel attributes
20

21. JOB DESCRIPTION
• JD describes ‘jobs’ and not ‘job holders.’
• JD is a descriptive document
• It contains statement of JA
• Provides organizational and functional information.
• It defines the scope of job activities, major
responsibilities, and positioning of the job in the
organisation.
• It must provide worker and supervisor with a clear
idea of what the work must do to meet the demands
of the job.
21

22.  Contents of a JD:
1. Job identification or organizational position
2. Job summary
3. Job duties and responsibilities
4. Relation to other
5. Supervision
6. Machine, tools and equipment
7. Working conditions
8. Hazards
22

23. JOB SPECIFICATION
• “what traits and experiences are required to the job
well?”
• JS tells what kind of person to recruit and for what
qualities that person should be tested.
• JS translates the JD in terms of the human
qualifications which are required for a successful
performance of a job.
• These Specifications are related to:
– Physical characteristics
– Psychological characteristics
– Personal characterizes or traits
– Responsibilities
– Other features of Demographic nature
23

24. 24

25. 25

26. ANSWER- (A) ORGANISATIONAL
CHART
26

27. RECRUITMENT
• Flippo – “ Recruitment is the process of searching for
prospective employees and stimulating them to apply
for jobs in the organisation.”
• Objectives:
– To attract people with multidimensional skills and
experiences
– To infuse fresh blood in the organisation
– To attract competent people
– To search for talent globally
– To anticipate and find people for positions that do not exists
27

28. SOURCES OF RECRUITMENT
TRADITIONAL SOURCES
Internal External
 Present employees • Campus recruitment
 Retrenched or Retired • Private Employment
employees Agencies/ Consultants
 Dependents of Deceased,
• Public employment
exchange
Disabled, Retired and
present employees
• Professional associations
• Data Banks
• Casual Applicants
• Similar Org./Competitors
• Trade Unions
28

29. MODERN SOURCES
Internal External
 Employee Referrals  Walk-in
 Consult in
 Head Hunting
 Body Shopping
M & A
 Tele- Recruitment
 Outsourcing
29

30. FACTORS AFFECTING RECRUITMENT
Internal Factors External Factors
• Companies pay packages • Socio-economic Factors
• Quality of work life • Supply and Demand
• Organization culture Factors
• Career planning and • Employment rate
Growth
• Company’s size
• Labour Market Conditions
• Companies Products/ • Political, Legal and Govt.
Services Factors
• Location • Information System like
• Companies Growth Rate Employment Exchanges/
• Role of Trade Union Tele-Recruitment like
• Cost of Recruitment internet
• Companies name and fame 30

31. SELECTION
 The function of selecting the right employees at
right time
 To choose the individual who can most
successfully perform the job from the pool of
qualified candidates.
 JA, HRP and Recruitment are necessary
prerequisites of selection.
31

32. PROCESS OF SELECTION
1. Job Analysis
2. Recruitment
3. Application Blank
4. Written Examination
5. Preliminary Interview
6. Business Games
7. Tests
8. Final Interview
9. Medical Examination
10. Reference Checks
11. Line Managers Decisions
12. Job offer
13. Employment 32

33. TYPES OF TESTS
• Aptitude Test
– Intelligence test
– Emotional Quotient
– Skill Tests
– Mechanical aptitude
– Psychomotor test
– Clerical Aptitude Test
• Achievement Test
– Job Knowledge Test
– Work Sample Test
33

34. • Situational Tests
– Group Discussion
– In Basket
• Interest Test
• Personality Test
– Objective test
– Projective test
• Other Tests
– Cognitive Ability Test
– Wechsler Adult Intelligence Scale
– Wonderlic Personal Tests
– Polygraph Tests
– Honesty Tests
34

35. INDUCTION
• Induction is the process of receiving and welcoming
the employee when he firsts joins the company and
giving him basic information he needs to settle down
quickly and happily and start work.
• Lecture, Handbook, film , group seminar, are used to
impart information to the new employees about the
environment of the job and the organisation in order to
make the new employee acquaint himself with the
following heads:
– About the Company
– About the Department
– About the superiors and subordinates
35

36. 36

37. 37

38.  Answer – (c) Reduction of workforce
38

39. 39

40. ANSWER- (A) - (IV), (II),(I),(III)
40

41. 41

42. ANSWER- (A) ELIMINATION
42

43. 43

44. ANSWER- (B) APPLICATION BLANK
44

45. 45

46. ANSWER- (B) EMPLOYEE
ORIENTATION
46

47. 47

48. ANSWER- (D) INTRODUCTION
48

49. 49

50. ANSWER – (B) ORIENTATION
50

51. TRAINING
• After Selection and Induction, training must be
provided to adjust to the job
• It is the act of increasing the knowledge and skill of an
employee for doing a particular job.
• It is an organised procedure by which people learn
knowledge and/ or skill for a definite purpose.
• Training refers to teaching and learning activities
carried o the primary purpose of helping members of
an organisation to acquire and apply the knowledge,
skills, abilities and attitudes needed by a particular
job or organisation.
51

52. TRAINING METHODS
On-the-job Methods Off-the-job Methods
 Job rotation  Vestibule Training
 Coaching  Role Playing
 Job instruction  Lecture Methods
 Training through  Conference or
step-by-step Discussion
 Committee  Programmed
assignments instruction
 Internships
52

53. ADVANTAGES OF TRAINING
 Increased Productivity
 Heightened Morale
 Reduced Supervision
 Reduced Accidents
 Increased Organisational Stability
53

54. MANAGEMENT DEVELOPMENT
 Systematic process of growth and development
by which the managers develop their abilities to
manage.
 Concerned with improving the performance of
managers by giving them opportunities of growth
and development, which in turn depends on
organisation structure of the company.
54

55. METHODS OF MANAGEMENT
DEVELOPMENT
Off-the-job
On-the job techniques techniques
 Coaching  The Case study
 Job Rotation  Incident Method
 Under Study
 Role Playing
 Multiple Management
 In Basket method
 Business game
 Sensitivity training
 Simulation
 Grid training
 Conferences
 Lectures
 Behaviour Modeling 55

56. 56

57. 57

58. ANSWER (C) I CORRECT, II
INCORRECT
58

59. 59

60. ANSWER (A) 1,2,3
60

61. 61

62. ANSWER (C) VESTIBULE
62

63. SUCCESSION PLANNING
 SP is to identify, develop and make the people
ready to occupy higher level jobs as and when
they fall vacant.
 Succession mat be from internal or external
employees.
 Organizations appraise employee potentialities,
identify training gaps for future vacancies,
develop them for higher and varied jobs.
 The Scope of succession plan would be more
when the organizations grow steadily and
employees have potentialities to take up higher
responsibilities. 63

64. 64

65. 65

66. ANSWER (A) SUCCESSION
PLANNING
66

67. WAGE AND SALARY
ADMINISTRATION
 Wage- the remuneration paid by the employer
for the services of hourly, daily, weekly and
fortnightly employees.
 Salary- The term salary is defined as the
remuneration paid to the clerical and
managerial personnel employed on the
monthly or annual basis.
 Incentive wage- the amount of remuneration
paid to a worker over and above the normal
wage as an incentive for employees
contribution to the increased production or
savings in time or material.
67

68. OBJECTIVES OF WAGES AND SALARY
ADMINISTRATION
 To acquire qualified competent personnel
 To retain the present employees
 To secure internal and external equity
 To ensure desired behaviour
 To keep labour and administration cost at
minimum
 To facilitate pay roll
 To simplify collective bargaining
 To promote organisation
68

69. FACTORS AFFECTING
WAGES/SALARY LEVEL
 Remuneration in comparable industries
 Firms ability to pay
 Cost of Living
 Productivity
 Union Pressure and Strategies
 Government Legislations
69

70. TYPE OF WAGES
 Time Wage- workers are paid according to the
work done during a certain period of time, at the
rate of so much per hour, per day, per week, per
month or any fixed period of time.
 Piece Wage- Workers are paid according to the
amount of work done or the numbers of units
completed, the rate of each unit being settled in
advance, irrespective of the time taken to do the
task.
 Balanced or Debt Method- Combination of time
and piece method. 70

71. INCENTIVES
 Incentive scheme is a plan or programe to motivate
individual and group performance.
 It can be monetary as well as non-monetary
 Factors Affecting Incentives are:
 The individual and the incentives
 The work situation
 It Increacses the motivation in a person
71

72. FRINGE BENEFITS
 Also known as:
 Welfare Expenses
 Wage Supplements
 Subwages
 Social Charges
 Perquisites other than wages
 Transparency Incentives
 Extra Wages
 Hidden Pay roll
 Non-Wage Labour Costs
72

73.  Meaning-
 Supplements to wages received by workers at a cost to
employers.
 The term encompasses a number of benefits- paid
vacations, pension, health and insurance plans etc.
 Cockman – “those benefits which are supplied by an
employer to or for the benefits of an employee, and
which are not in the form of wages, salaries and time-
rated payments.”
73

74.  Features
 In addition to wage and salary
 To stimulate their work and increase productivity
 Fringe benefits represents a labour cost for employer, it is
an expenditure which he incurs on supplementing the
average money rates due to his employees.
 It is never a direct reward geared to the output, effort or
merit of an employee.
 It should be intended by an employer as a benefit desired
by his staff.
74

75. 75

76. 76

77. ANSWER
(C) I CORRECT, II INCORRECT
77

78. MORALE
 A state of mind of a willingness to work which in
turn affects individuals and organizational
objectives.
 Importance:
 Sound superior-subordinate relations
 High employee satisfaction
 Reduce employee grievances
 Avoidance of Industrial Disputes
 Build teams and maximize contribution
78

79.  Morale results in:
 High commitment
 Low turnover
 Increase in disciplene
 Reduction in conflicts
 Increase in employee pride
 Team building
 Employee empowerment
 Easy implementation of ERP
79

80. MEASUREMENT OF MORALE
 Observations
 Attitude surveys
 Interview method
 Questionnaire method
 Company records and Reports
80

81. IMPROVING MORALE
 It is essential to change the policy or to correct it
immediately.
 Misconceptions should be removed, and the
correct position should be explained to the
employees.
 A reasonable attempt should be made to educate
and convince the employees.
81

82. 82

83. 83

84. ANSWER (A) PRODUCTIVITY
84

85. PERFORMANCE APPRAISAL
 PA is the process of evaluating the
performance of a job in terms of its
requirements.
 Process of judging the value, excellence,
qualities or status of some object, person or a
thing.
 Process of evaluating the performance of an
employee ad communicating the results of the
evaluation to him for the purpose of rewarding
or developing the employee.
85

86. OBJECTIVES OF PA
 Setting targets and goals as performance
standards.
 Evaluating employee performance.
 Identifying training and development needs.
 Rewarding performance.
 Improving performance.
86

87. PROCESS OF PA
 Establish performance standards
 Communicate performance expectations to
employees
 Measure actual performance
 Compare actual performance with standards
 Discuss the appraisal with the employee
 If necessary, initiate corrective action
87

88. METHODS OF PA
Traditional Methods Modern Methods
 Ranking Method  Assessment Centre
 Paired Comparison  MBO
 Grading
 BARS
 Graphic rating Method
 Human Resource
 Forced choice Method
Accounting Method
 Forced Distribution
 360 Degree Appraisal
Method
 Check lists
 Essay Method
 Critical Incidents
 Field Review Method
88
 Group Appraisal

89. 89

90. 90

91. ANSWER (A) 360 DEGREE
APPRAISAL
91

92. 92

93. ANSWER (D) PERFORMANCE
STANDARDS
93

94. 94

95. ANSWER (C) MANAGEMENT BY
OBJECTIVES
95

96. 96

97. ANSWER (A) 360 DEGREE
APPRAISAL
97

98. 98

99. ANSWER (C) MBO
99

100. 100

101. ANSWER (A) PERFORMANCE
APPRAISAL
101

102. 102

103. ANSWER (D) I, II, III, IV
103

104. JOB EVALUATION
 JE is an attempt to determine and compare
demands which the normal performance of a
particular job makes on normal workers
without taking into account the individual
abilities or performance of the workers
concerned.
 It is a process of determining the relative
worth of jobs, ranking and grading them by
compounding the duties, responsibilities,
requirements like skill, knowledge of a job
with other jobs with a view to fix compensation
payable to the concerned job holder
104

105. OBJECTIVES OF JE
 To gather data and information relating to JD and
JS.
 To compare the duties, responsibilities and demands
of a job with that of other jobs.
 To determine hierarchy and place of various jobs in a
organisation
 To determine ranks or grades of various jobs
 To ensure Fair and Equitable wages
 To minimize discrimination
105

106. PROCESS OF JE
1. Analyze and Prepare JD
2. Select and prepare a JE plan
3. Classify jobs
4. Install the Programme
5. Maintain the Programme
106

107. 107

108. 108

109.  Answer – (B) which are most important for
survival of organisation
109

110. 110

111. ANSWER (C) WAGE FIXATION
111

112. INDUSTRIAL RELATIONS
 IR is used to denote the collective relationship between
management, employees and Government in any form
of industrial or non-industrial organisation.
 IR deals with either the relationship between the state
and employers and workers of organization or the
relationship between the occupational organizations
themselves.
112

113. SIGNIFICANCE OF IR
 To help in economic progress of a country
 Establising and maintaining true industrial
democracy
 Formulation of informed laboyr relations policies
 Encourage collective bargaining
 Help govt. in making laws
 Boost Discipline and Morale of workers
113

114. CONDITIONS FOR GOOD IR
1. History of IR
2. Economic satisfaction of workers
3. Social and Psychological satisfaction of workers
4. Off-the-job conditions of workers
5. Role of Labour Unions
6. Negotiating skills and attitude of mgt. and workers
7. Public policy and legislation
8. Eduaction of workers
9. Natue of industry and business cycles
10. Systematic data base
114

115. CAUSES OF POOR IR
 Uninteresting nature of Work
 Political nature of Unions
 Poor Wages
 Occupational instability
 Poor behaviour climate
115

116. EFFECTS OF POOR IR
 Multiplier Effect (losses)
 Fall in normal tempo
 Resistance to Change
 Frustration and Social Cost
116

117. SUGGESTIONS TO IMPROVE IR
 Both mgt. and unions should develop
constructive attitudes towards each other
 All basic policies and procedures relating to IR
should be clear to everybody in the org. and
union leaders.
 The HR manager should remove distrust by
convicing the unions
 The HR manager should not vie with the union
to gain workers loyalty.
 Mgt. should encourage the right kind of Union
leadership
 Agreement should be properly Administered.
117

118. INDUSTRIAL DISPUTES
 According to Sec. 2(k) of the Industrial Dispute
Act, an ID means any dispute or difference
between employers and employers, or between
employers and workman, or between workman
and workman, which is connected with the
employment or non-employment of the terms of
employment or with the conditions of labour, of
any person.
118

119. FORMS OF DISPUTES
 Strike
 Stay-in strike, sit-down strike, pen-down strike or tool
down strike
 Go slow
 Hunger Strike
 Lightening/Wild Cat Strike
 Work-to-rule
 Lock out
 Gherao
119

120. METHOD FOR PREVENTION OF ID
 Collective Bargaining
 Code of Discipline
 Arbitration
 Permanent Negotiating Machinery and Joint
Consultative Machinery
 Tripartite Bodies
120

121. TRADE UNIONS
 A TU means an association of workers in in one or
more occupations- an association carried on mainly for
the purpose of protecting and advancing the members
economic interest in connection with daily work.
 TU is an association of employees designed primarily
to maintain or improve the condition of employment of
its members.
121

122. NEED FOR TU
 To oppose mgt.
 To participate in union activities
 To excersise leadership
 To fall in line with others
 To get employment
122

123. OBJECTIVES OF TU
 To defend or improve the wages or working conditions
of workers and to bring a change in economic order
 To overthrow capitalism and to bring about a
revolutionary and fundamental change in political
order.
 To replace managerial dictatorship by workers
democracy and to bring about a change in the social
order.
123

124. 124

125. ANSWER – ELTON MAYO
125

126. EMPLOYEES HEALTH AND SAFETY
 Industrial Accidents
 An Occurrence which interrupts or interferes with the
orderly progress of work in an industrial establishment
 Factories Act, 1948 defines it as “an occurrence in an
industrial establishment causing bodily injury to a person
which makes him unfit to resume his duties in the next 48
hours.”
126

127. CAUSES OF INDUSTRIAL ACCIDENTS
1. Unsafe Conditions/ Work Related Causes
1. Improperly guarded equipment
2. Defective equipment
3. Hazardous arrangement or procedure in and or around,
machines or equipment.
4. Unsafe storage, congestion, overloading.
5. Inadequate safety devices
6. Faulty lay-out, bad location
7. Insufficient light
8. Improper ventilation
9. Other work related Causes:
1. The Job Itself
2. Work schedules, accidents increase late in the day
3. Psychological climate of work place
127

128.  Unsafe Acts
 Operating without authority
 No warning of possible danger
 No safe attire or protective equipment
 Throwing materials on floor carelessly
 Operating or working at unsafe levels of speed
 Making safety devices inoperative
 Using unsafe equipments
 Using equipments unsafely
 Lifting improperly
 Taking unsafe positions
128

129.  Other Causes
 Unsafe situation
 Unsafe climatic conditionsbad working conditions
 Rough and slippery floors
 Excessive glares
 Heat
 Humidity
 Dust and Fume laden environment
 Long working hours
 Unsatisfactory behaviour of supervisors
129

130. EMPLOYEE SAFETY
 Every org. should have a safety policy
 Safety policy depends upon:
 Size of the company
 The number of plants it operates
 Nature of industry
 Production technology
 Attitude of top management
 After formulating policy, a company should establish a
safety programme, to reduce the number of hazardous
factors which are likely to cause accidents, and to
develop safe working habits among its employees.
130

131. SAFETY COMMITTEE
 Appraisal of employee attitude to safety programmes.
 Safety engineering
The adoption of proper engineering procedures to minimize
and, if possible, eliminate work hazards is fundamental to any
organised safety programme.
 Safety education and training
131

132. SAFETY OF WORKERS
PROVISIONS OF FACTORIES ACT
 Fencing of Machinery
 Work on or near machinery in motion
 Employment of young near danger machines
 Device for cutting off power
 Hoists and lifts
 Proper construction and maintenance of floors
and stairs
 No excessive weights
 Suitable precautions against excessive light
 Safety of building and Machinery
132
 Appointment of Safety officers

133. INDUSTRIAL HEALTH
 Health- a state of complete physical, mental, and social
well-being and not merely the absence of disease or
infirmity.
 Industrial Health- a system of public health and preventive
medicine which is applicable to industrial concerns.
 According to ILO/WHO: Industrial Health means:
1. The prevention and maintenance of physical, mental and
social well-being of workers in all occupations.
2. Prevention among workers of ill health caused by the
working conditions
3. Protection of workers in their employment from risks
resulting from factors adverse to health
4. Placing and maintenance of workers in an occupational
environment adapted to his physical and psychological
equipment.
133

134. OCCUPATIONAL HAZARDS
 According to Ronald Blake, the normal occupational
health hazards may be classified into chemical,
biological, environmental and psychological hazards.
 Chemical substances cause injury when they are
absorbed by the skin or when they are ingested and
inhaled.
 Gases, fumes and dust inhaled by workers causes
serious injury or death.
134

135.  Among the biological hazards are included diseases
which are caused by bacteria, fungi, viruses, insects,
dietary deficiencies, imbalances, allergies, brain fever,
emotional stress and psychological concomitants of
fear, rage, worry and anxiety.
 Environmental hazards may be included radiation,
noise, vibration, shocks and improper atmospheric
conditions.
 Other Hazards caused due to-
 Noise, Vibration, Shocks, Atmospheric Conditions etc.
135

136. HEALTH OF WORKERS
PROVISIONS OF FACTORIES ACT,
1948
1. Cleanliness
2. Disposal of wastes and effluents
3. Ventilation and temperature
4. Dust and Fume
5. Artificial Humidification
6. Overcrowding
7. Lighting
8. Drinking water
9. Latrines and Urinals
10. Spittoons 136

137. 137

138. 138

139. ANSWER (B)
139

140. LABOUR WELFARE
 Oxford Dictionary- “efforts to make life worth
living for women.”
 Objectives-
 To give expression to philanthropic and paternalistic
feelings.
 Win employees loyalty and increase morale.
 To combat trade unionism and socialist ideas.
 Reduce turnover and absenteeism
 Increase efficiency and productivity
 Earn goodwill and enhance public image
 Reduce govt. intervention
 Make recruitment more effective.
140

141. PRINCIPLES OF LABOUR
WELFARE SERVICES
 The Service should satisfy the real need of workers
 The Services should be such as can be handled best by
group approach
 The employer should not assume a benevolent posture
 The cost of services should be calculable
 Periodic evaluation of services, timely improvement
and feedback
141

142. SAFETY SERVICES
 Components of Safety Service:
 Appointment of Safety officer
 Support by line mgt.
 Elimination of Hazards
 Job safety analysis, Placement
 Personal protective equipment
 Safeguarding machinery
 Materials handling, Hand tools
 Maintenance, Layout and Design
 Housekeeping
 Safety training, education and publicity
 Safety inspections
 Periodic Safety audits
142

143. SOCIAL SECURITY
 According to the Social Security Conventions adopted
by ILO in 1952 following are the Nine Components of
Social Security
1. Medical Care
2. Sickness Benefit
3. Unemployment Benefit
4. Old-age Benefit
5. Employment injury Benefit
6. Family Benefit
7. Maternity Benefit
8. Invalidity Benefit
9. Survivor’s Benefit
143

144. SOCIAL SECURITY IN INDIA
 The Workmen’s Compensation Act, 1923
 The Employees State Insurance Act, 1948
 The Employees Provident Fund and
Miscellaneous Provisions Act, 1952
 The Maternity Benefit Act, 1961
 The Payment og Gratuity Act, 1972
 The Industrial Dispute Act, 1947
144

145. WORKERS’ PARTICIPATION IN
MANAGEMENT
 WPM is a mental and emotional involvement of a
person in a group situation which encourages
him to contribute to goals and share
responsibilities in them.
 It is Institutional and formal arrangements
resulting into creation of various participative
forums to associate worker representative with
mgt.
145

146. OBJECTIVES OF WPM
 Increased productivity and efficiency
 Better understanding to employees about their
role
 Satisfy workers social and esteem needs
 Maintain industrial peace and harmony
 Tapping latent resources
 Develop self management in industry
 Build most dynamic HRs
 Build nation through Entrepreneurship and
Economic Development 146

147. FACTORS INFLUENCING WPM
 The subject matter of participation
 The level of participation
 The personal characteristics of the individuals
who are asked to participate in the Decision-
making
 The extent of participation
147

148. FORMS OF WPM
 Works Committee
 Joint Management Council
 Joint Councils
 Shop Councils
148

149. OBSTACLES IN WPM
 Conflict between employees and Management
 Belief that workers are inferior to mgt.
 Fact that system is management dominated
 Managers are averse to share responsibility
149

150. 150

151. 151

152. ANSWER (B) MOTIVATION BY
PARTICIPATION
152

153. 153

154. 154

155. ANSWER (D) III, IV, II, I
155

156. 156

157. ANSWER (A) II, IV, I , III
157

158. 158

159. ANSWER (C)
TERMINATION/RESIGNATION
159

160. 160

161. ANSWER (D) ATTITUDE
161

162. 162

163. ANSWER (A) OUTPUT IS GREATER
THAN INPUT
163

164. 164