This document outlines the lesson plan for a unit on manpower training and development. It includes objectives for the unit such as manpower training, performance appraisal, potential evaluation, and job evaluation. It then provides learning objectives and details on topics like defining training and development, determining training needs, training methods, management development, and performance appraisal. The document provides an introduction to these topics and describes various approaches, principles, techniques, and methods within each area.
Training and development refer to imparting skills, abilities, and knowledge to employees. Training aims to improve current job performance and detect and correct errors, while development aims to improve an employee's overall personality and meet future job needs. Training is typically for non-managerial staff, focused on specific skills, and a one-time event. Development is for managers, aims to impart conceptual ideas, and is an ongoing process. Effective training and development benefits both the business through improved productivity and quality, and employees through increased skills, job satisfaction, and career opportunities. Common training methods include on-the-job and off-the-job approaches like lectures, simulations, and vestibule training.
This document provides guidance on preparing teaching and learning materials (TTLM) for technical and vocational education and training (TVET) programs. It discusses that TTLM should include a teachers' guide, learning guide, and assessment packet. The teachers' guide outlines the competencies, session plans, assessments and reference materials. The learning guide tells trainees what to learn, activities, and the teachers' expectations. It can be self-contained or resource-based. The assessment packet includes demonstration checklists, formative and summative evaluations to check trainees' mastery of the competencies. Trainers should have relevant qualifications and experience to effectively impart the required skills and knowledge to trainees.
The presentation discusses human resource development (HRD). It defines HRD as focusing on improving existing employee capabilities and helping them acquire new skills needed to achieve organizational and individual goals. The presentation notes that HRD uses training, organizational development, and career development to improve individual, group and organizational effectiveness. It outlines various functions of HRD including training and development, organizational development, career development, career planning, and performance appraisal. The presentation emphasizes that training is important for higher productivity, quality improvement, safety, and updating employees on new technologies. It discusses various on-the-job and off-the-job training methods and their advantages and disadvantages.
Training at Wipro involves several stages to prepare employees for projects. The induction program provides an overview of the corporate world. The Project Readiness Program prepares employees for a specific project by filling gaps in their knowledge over 10 weeks. The Fundamental Readiness Program covers foundational topics over 10 days. The Corporate Readiness Program impart corporate training, behavioral skills, and security over 6 days. The Technical Readiness Program covers 10 technology streams with assignments and case studies over 25 days. Finally, the Real Life Lab provides an opportunity to apply learning from the Technical Readiness Program through a real-life case study before employees are assigned to projects.
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This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
STUDY ON TRAINING AND DEVELOPMENT AT ZIQITZA HEALTH CARE LIMITED (ZHL), ODISHAinwithsuraj
STUDY ON TRAINING AND DEVELOPMENT AT
ZIQITZA HEALTH CARE LIMITED (ZHL), ODISHA
The study is an attempt to access the elements of Training and Development at Ziqitza Health Care Ltd.
The first step in my study is to find out the effectiveness of training and development in achieving the goals of the company to study the different methods of training followed and analyzes the effectiveness of existing training and development processes in the company.
In this report I have studied and evaluated the training and development process as it is carried out in the company.
The second step was data collection I used both primary and secondary data for the study as both are quiet essential in any type of survey primary data was collected through survey and personal interview.
Secondary data made use of certain reports from the HRD department provided the information as to the total no of employees, schedule of training programs also includes textbooks, company data, internet.
This study gives a detailed idea about the employee’s attitude towards the training program and how the employees apply the knowledge, skills and attitude in job performance.
Therefore through the analysis the study could be interpreted that the training and development programs are quiet effective.
A random sample size of 56 respondents was taken for the study. The data were analyzed and presented in bar diagrams and pie charts
Some of the findings are:
• The training needs were done in an effective manner.
• Training needs are specify identify for each department and programs are insisted for each department.
• Employees are highly satisfied with the training session in the company and strongly agree that the training helps them to increase their levels of performance.
• The survey proves that the trainings provided to employees, helps them in fulfilling their responsibilities successfully.
• Well trained employees admit that after being trained, they are able to perform Multi Tasking more efficiently.
Training is a process through which a person enhances and develops his efficiency, capacity and effectiveness at work by improving and updating his knowledge and understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behaviour and attitude towards the work and people. Unless training is provided, the jobs and lives of employees in organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behavior. It is an application of knowledge to improve the performance on the Current job or to prepare one for an intended job.
Training and development refer to imparting skills, abilities, and knowledge to employees. Training aims to improve current job performance and detect and correct errors, while development aims to improve an employee's overall personality and meet future job needs. Training is typically for non-managerial staff, focused on specific skills, and a one-time event. Development is for managers, aims to impart conceptual ideas, and is an ongoing process. Effective training and development benefits both the business through improved productivity and quality, and employees through increased skills, job satisfaction, and career opportunities. Common training methods include on-the-job and off-the-job approaches like lectures, simulations, and vestibule training.
This document provides guidance on preparing teaching and learning materials (TTLM) for technical and vocational education and training (TVET) programs. It discusses that TTLM should include a teachers' guide, learning guide, and assessment packet. The teachers' guide outlines the competencies, session plans, assessments and reference materials. The learning guide tells trainees what to learn, activities, and the teachers' expectations. It can be self-contained or resource-based. The assessment packet includes demonstration checklists, formative and summative evaluations to check trainees' mastery of the competencies. Trainers should have relevant qualifications and experience to effectively impart the required skills and knowledge to trainees.
The presentation discusses human resource development (HRD). It defines HRD as focusing on improving existing employee capabilities and helping them acquire new skills needed to achieve organizational and individual goals. The presentation notes that HRD uses training, organizational development, and career development to improve individual, group and organizational effectiveness. It outlines various functions of HRD including training and development, organizational development, career development, career planning, and performance appraisal. The presentation emphasizes that training is important for higher productivity, quality improvement, safety, and updating employees on new technologies. It discusses various on-the-job and off-the-job training methods and their advantages and disadvantages.
Training at Wipro involves several stages to prepare employees for projects. The induction program provides an overview of the corporate world. The Project Readiness Program prepares employees for a specific project by filling gaps in their knowledge over 10 weeks. The Fundamental Readiness Program covers foundational topics over 10 days. The Corporate Readiness Program impart corporate training, behavioral skills, and security over 6 days. The Technical Readiness Program covers 10 technology streams with assignments and case studies over 25 days. Finally, the Real Life Lab provides an opportunity to apply learning from the Technical Readiness Program through a real-life case study before employees are assigned to projects.
For more classes visit
www.snaptutorial.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
STUDY ON TRAINING AND DEVELOPMENT AT ZIQITZA HEALTH CARE LIMITED (ZHL), ODISHAinwithsuraj
STUDY ON TRAINING AND DEVELOPMENT AT
ZIQITZA HEALTH CARE LIMITED (ZHL), ODISHA
The study is an attempt to access the elements of Training and Development at Ziqitza Health Care Ltd.
The first step in my study is to find out the effectiveness of training and development in achieving the goals of the company to study the different methods of training followed and analyzes the effectiveness of existing training and development processes in the company.
In this report I have studied and evaluated the training and development process as it is carried out in the company.
The second step was data collection I used both primary and secondary data for the study as both are quiet essential in any type of survey primary data was collected through survey and personal interview.
Secondary data made use of certain reports from the HRD department provided the information as to the total no of employees, schedule of training programs also includes textbooks, company data, internet.
This study gives a detailed idea about the employee’s attitude towards the training program and how the employees apply the knowledge, skills and attitude in job performance.
Therefore through the analysis the study could be interpreted that the training and development programs are quiet effective.
A random sample size of 56 respondents was taken for the study. The data were analyzed and presented in bar diagrams and pie charts
Some of the findings are:
• The training needs were done in an effective manner.
• Training needs are specify identify for each department and programs are insisted for each department.
• Employees are highly satisfied with the training session in the company and strongly agree that the training helps them to increase their levels of performance.
• The survey proves that the trainings provided to employees, helps them in fulfilling their responsibilities successfully.
• Well trained employees admit that after being trained, they are able to perform Multi Tasking more efficiently.
Training is a process through which a person enhances and develops his efficiency, capacity and effectiveness at work by improving and updating his knowledge and understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behaviour and attitude towards the work and people. Unless training is provided, the jobs and lives of employees in organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behavior. It is an application of knowledge to improve the performance on the Current job or to prepare one for an intended job.
Training and development, Staffing, Human resources development, HRM, on the job training, in house training, vestibule training, the difference between recruitment and selection, the difference between training and development
Hrm 326 Effective Communication / snaptutorial.comHarrisGeorg30
This document provides materials for the HRM 326 course, including assignments, discussion questions, quizzes, exams and papers. It includes materials for each of the 5 weeks, covering topics like needs assessment, training methods, evaluation of training and motivation theories. For the assignments, papers are provided on consulting assessments, organizational goals and focus, training key areas, needs analysis, diversity training plans, delivery methods, and professional development plans. Quizzes, exams and discussion questions are also included to aid learning and assessment. The materials are designed to provide a comprehensive set of resources to support learning the content of the HRM 326 course.
Infosys had extensive training programs for new employees, including a 3-month initial training period and ongoing skills development, which helped the company achieve awards for best employee training. The company's Global Education Center in Mysore, India was one of the largest corporate training centers in the world, providing technical and soft skills courses to new recruits through various methods like lectures, role playing, and case studies. Training programs differed for entry-level employees in Band B versus more experienced Band C employees and focused on areas like technical skills, leadership, quality certification, and career development.
This document discusses methods of evaluating training techniques. It focuses on identifying training needs as the first step in developing an effective training program. Training needs are determined by assessing the skills and abilities required by employees to achieve organizational goals and objectives. An evaluation of training programs should determine if the programs delivered on their goals and objectives and resulted in benefits that outweighed costs. Comparisons between similar training programs can help identify strengths and areas for improvement in future training efforts. Overall evaluations are meant to ensure training programs are working effectively.
Role of training and development in promoting the growth of hospitality industryiaemedu
This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
Training report on Training & Development at VSIPLsunil pandey
This document is a report on summer training at Visual Soft India Private Limited submitted for a Master's degree. It includes declarations by the author and acknowledgements. The report contains 5 chapters that discuss the need for training and development in organizations. It examines the effectiveness of training programs at Visual Soft India Private Limited in developing employee skills. The report analyzes data from a training needs assessment survey and provides findings on the impact of training on employee performance, behavior, and productivity. It also evaluates the cost-effectiveness of training methods used by the company.
a project work on training & development at singerani colliers.this is about training strategies followed there,budget allocated for training & development activities.making analysis on how training sessions are conducted,through questionnaire observing employees satisfaction levels towards training & development activities. at last making reports & submitting the suggestions & recommendations analysis about the project work done on training & development.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
The document discusses the importance and purpose of training and development programs at Whirlpool Company of India Ltd in Pondicherry. It aims to evaluate the effectiveness of the training programs conducted by the company. Some key points discussed include defining training and development, outlining the importance of such programs in organizations, and the advantages it provides like improved job skills, higher productivity and quality of work, better employee attitudes and morale. The document also lists the objectives of the study and research methodology that will be used to analyze the training programs.
This document discusses various topics related to employee training and development. It defines training and development, outlines the need for training due to changing technology, quality customers, and other factors. It also distinguishes between training and development, noting that training focuses on current job skills while development prepares employees for future roles. A systematic approach to training is described, including assessing training needs through organizational, task, and personal analyses. Different training methods like on-the-job and off-the-job training are also mentioned.
The document provides an overview of the responsibilities involved in evaluating training programs. It discusses the key roles and responsibilities of five parties that make up the "Training Evaluation Quintet": senior management, the trainer, line management, the training manager, and the trainee. For each group, it outlines their specific responsibilities in the training evaluation process, such as planning, monitoring learning, assessing outcomes, supporting implementation, and reporting results. The evaluation responsibilities are meant to be shared among these five stakeholders to ensure comprehensive and effective evaluation of training programs.
HRM 326 Final Exam Guide
Check this A+ tutorial guideline at
http://hrm326entirecourse.com/hrm-326/hrm-326-final-exam-guide
For more classes visit
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Training provides employees with the skills and knowledge needed to perform their jobs effectively. It aims to increase productivity, improve quality and fulfill future personnel needs. Training objectives specify what skills employees will gain and are measurable. Training benefits both the business through increased efficiency and employees through improved morale and effectiveness. Development differs by focusing on long-term, conceptual learning for managers rather than short-term technical skills for non-managers.
The document discusses training and development. It defines training as acquiring knowledge and skills to enhance job performance, while development helps handle future responsibilities with less focus on current duties. The benefits of training include increased productivity, quality and profitability for organizations, as well as personal growth, job satisfaction and handling future responsibilities for individuals. Key concepts in training such as assessment, competencies, career development and different training methods are also outlined.
This PPT will help to understand basic concepts in Training -It will be helpful for U.G & P.G students in understanding training and development concepts. For other topics regarding training and development kindly refer my other PPT
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
This document provides a quick, performance-based approach to conducting training needs analyses through consultative meetings with managers. It involves guiding informal discussions to understand performance problems without initially mentioning training. Checklists are then used to analyze the performance issue, identify potential causes, and determine whether training or non-training solutions are needed to address the problem. The approach aims to improve organizational performance through gradual, collaborative problem solving.
Job satisfaction is defined as an individual's attitude towards their job and is influenced by many factors like relationships with supervisors, work environment, fulfillment from work, etc. Positive attitudes indicate job satisfaction while negative attitudes indicate dissatisfaction. Job satisfaction benefits both employees and organizations by increasing productivity and reducing absenteeism and turnover. However, the relationship between satisfaction and performance is complex, with satisfaction potentially being both a cause and effect of good performance. Low job satisfaction can stem from issues like poor coworker or supervisor relationships, lack of opportunities, and job insecurity.
The promotion letter informs Mr. xxxx that he has been promoted to a new designation effective immediately, with a revised compensation package of Rs. ______. A detailed breakdown of his new remuneration for 2007-2008 is attached. The company extends its congratulations and wishes him a rewarding career. The increment letter similarly notifies Mr. xxxx that his compensation has been revised to Rs. _______ following a review of his performance, with a breakdown of his new pay for 2007-2008 included. The company again congratulates and wishes him the best in his career.
Training and development, Staffing, Human resources development, HRM, on the job training, in house training, vestibule training, the difference between recruitment and selection, the difference between training and development
Hrm 326 Effective Communication / snaptutorial.comHarrisGeorg30
This document provides materials for the HRM 326 course, including assignments, discussion questions, quizzes, exams and papers. It includes materials for each of the 5 weeks, covering topics like needs assessment, training methods, evaluation of training and motivation theories. For the assignments, papers are provided on consulting assessments, organizational goals and focus, training key areas, needs analysis, diversity training plans, delivery methods, and professional development plans. Quizzes, exams and discussion questions are also included to aid learning and assessment. The materials are designed to provide a comprehensive set of resources to support learning the content of the HRM 326 course.
Infosys had extensive training programs for new employees, including a 3-month initial training period and ongoing skills development, which helped the company achieve awards for best employee training. The company's Global Education Center in Mysore, India was one of the largest corporate training centers in the world, providing technical and soft skills courses to new recruits through various methods like lectures, role playing, and case studies. Training programs differed for entry-level employees in Band B versus more experienced Band C employees and focused on areas like technical skills, leadership, quality certification, and career development.
This document discusses methods of evaluating training techniques. It focuses on identifying training needs as the first step in developing an effective training program. Training needs are determined by assessing the skills and abilities required by employees to achieve organizational goals and objectives. An evaluation of training programs should determine if the programs delivered on their goals and objectives and resulted in benefits that outweighed costs. Comparisons between similar training programs can help identify strengths and areas for improvement in future training efforts. Overall evaluations are meant to ensure training programs are working effectively.
Role of training and development in promoting the growth of hospitality industryiaemedu
This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
Training report on Training & Development at VSIPLsunil pandey
This document is a report on summer training at Visual Soft India Private Limited submitted for a Master's degree. It includes declarations by the author and acknowledgements. The report contains 5 chapters that discuss the need for training and development in organizations. It examines the effectiveness of training programs at Visual Soft India Private Limited in developing employee skills. The report analyzes data from a training needs assessment survey and provides findings on the impact of training on employee performance, behavior, and productivity. It also evaluates the cost-effectiveness of training methods used by the company.
a project work on training & development at singerani colliers.this is about training strategies followed there,budget allocated for training & development activities.making analysis on how training sessions are conducted,through questionnaire observing employees satisfaction levels towards training & development activities. at last making reports & submitting the suggestions & recommendations analysis about the project work done on training & development.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
The document discusses the importance and purpose of training and development programs at Whirlpool Company of India Ltd in Pondicherry. It aims to evaluate the effectiveness of the training programs conducted by the company. Some key points discussed include defining training and development, outlining the importance of such programs in organizations, and the advantages it provides like improved job skills, higher productivity and quality of work, better employee attitudes and morale. The document also lists the objectives of the study and research methodology that will be used to analyze the training programs.
This document discusses various topics related to employee training and development. It defines training and development, outlines the need for training due to changing technology, quality customers, and other factors. It also distinguishes between training and development, noting that training focuses on current job skills while development prepares employees for future roles. A systematic approach to training is described, including assessing training needs through organizational, task, and personal analyses. Different training methods like on-the-job and off-the-job training are also mentioned.
The document provides an overview of the responsibilities involved in evaluating training programs. It discusses the key roles and responsibilities of five parties that make up the "Training Evaluation Quintet": senior management, the trainer, line management, the training manager, and the trainee. For each group, it outlines their specific responsibilities in the training evaluation process, such as planning, monitoring learning, assessing outcomes, supporting implementation, and reporting results. The evaluation responsibilities are meant to be shared among these five stakeholders to ensure comprehensive and effective evaluation of training programs.
HRM 326 Final Exam Guide
Check this A+ tutorial guideline at
http://hrm326entirecourse.com/hrm-326/hrm-326-final-exam-guide
For more classes visit
http://hrm326entirecourse.com
Training provides employees with the skills and knowledge needed to perform their jobs effectively. It aims to increase productivity, improve quality and fulfill future personnel needs. Training objectives specify what skills employees will gain and are measurable. Training benefits both the business through increased efficiency and employees through improved morale and effectiveness. Development differs by focusing on long-term, conceptual learning for managers rather than short-term technical skills for non-managers.
The document discusses training and development. It defines training as acquiring knowledge and skills to enhance job performance, while development helps handle future responsibilities with less focus on current duties. The benefits of training include increased productivity, quality and profitability for organizations, as well as personal growth, job satisfaction and handling future responsibilities for individuals. Key concepts in training such as assessment, competencies, career development and different training methods are also outlined.
This PPT will help to understand basic concepts in Training -It will be helpful for U.G & P.G students in understanding training and development concepts. For other topics regarding training and development kindly refer my other PPT
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
This document provides a quick, performance-based approach to conducting training needs analyses through consultative meetings with managers. It involves guiding informal discussions to understand performance problems without initially mentioning training. Checklists are then used to analyze the performance issue, identify potential causes, and determine whether training or non-training solutions are needed to address the problem. The approach aims to improve organizational performance through gradual, collaborative problem solving.
Job satisfaction is defined as an individual's attitude towards their job and is influenced by many factors like relationships with supervisors, work environment, fulfillment from work, etc. Positive attitudes indicate job satisfaction while negative attitudes indicate dissatisfaction. Job satisfaction benefits both employees and organizations by increasing productivity and reducing absenteeism and turnover. However, the relationship between satisfaction and performance is complex, with satisfaction potentially being both a cause and effect of good performance. Low job satisfaction can stem from issues like poor coworker or supervisor relationships, lack of opportunities, and job insecurity.
The promotion letter informs Mr. xxxx that he has been promoted to a new designation effective immediately, with a revised compensation package of Rs. ______. A detailed breakdown of his new remuneration for 2007-2008 is attached. The company extends its congratulations and wishes him a rewarding career. The increment letter similarly notifies Mr. xxxx that his compensation has been revised to Rs. _______ following a review of his performance, with a breakdown of his new pay for 2007-2008 included. The company again congratulates and wishes him the best in his career.
This course on leadership in project management is provided by Project Management Training (PMT) Ltd. in New Zealand. The course covers key concepts of leadership and its impact on projects, distinguishing between leaders and managers. It explores effective project management skills including communicating, influencing, visioning, decision-making, and team building. The document outlines how a lack of leadership can undermine a project's goals and performance, and discusses leadership styles at different stages of the project lifecycle.
The document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders. Behavioral theories propose that specific behaviors define leadership and can be taught. Contingency theories suggest that leadership effectiveness depends on matching a leader's style to the right situation.
Job satisfaction is defined as a person's attitude towards their job and is influenced by many factors like relationships with supervisors, work environment, fulfillment from work, etc. Positive attitudes indicate job satisfaction while negative attitudes indicate dissatisfaction. Job satisfaction results from an employee balancing the likes and dislikes of their job and whether their personal objectives are being achieved. Important factors that influence job satisfaction include the nature of work, management/supervision, social relationships at work, and personal adjustment/well-being. Job satisfaction benefits both employees and organizations by increasing productivity and morale while decreasing absenteeism and turnover.
The document provides information about Karnataka Soaps and Detergents Limited (KSDL), an Indian soap manufacturing company. It discusses the history and founding of KSDL in 1918 by the Maharaja of Mysore to utilize local sandalwood oil. KSDL was initially a small factory that later shifted to a larger facility. It details KSDL's ownership and location, competitors like HUL with 70% market share, and popular brands like Mysore Sandal Soap. The document also outlines the scope and functions of human resource management as it relates to KSDL's operations.
- The document discusses a summer internship project submitted by Megha Sanghavi to fulfill the requirements of an MBA degree. The project analyzes employee satisfaction at UltraTech Cement, part of the Aditya Birla Group.
- It includes a student declaration, preface, acknowledgements, executive summary, table of contents, and outlines the research methodology used including problem statement, objectives, design, data collection and analysis tools.
- The project will analyze factors impacting employee satisfaction through surveys and interviews with employees at UltraTech Cement, and provide suggestions to improve satisfaction.
Promotion refers to upward movement of an employee to a higher position with increased pay, responsibilities, and status. The key purposes of promotion include motivating employees, attracting and retaining talent, and rewarding performance. Organizations consider both seniority (length of service) and merit (performance) when determining promotions. A transfer involves changing an employee's job assignment but does not change their status or pay level. Transfers allow organizations to meet changing needs, utilize employees effectively, and provide relief or punishment. Developing a clear transfer policy can help avoid issues like favoritism.
The document discusses various aspects of internal mobility within an organization such as promotion, transfer, and demotion. It defines promotion as the advancement of an employee to a higher level job with greater responsibility, prestige, skills and pay. The key purposes of promotion are to utilize employee skills and develop competencies for higher roles. Merit and seniority are described as the main bases for promotion, each with their own advantages and disadvantages. The document also discusses transfer as a lateral movement between jobs of equal pay and status, as well as separation processes like layoffs and retirement.
This document provides an introduction and overview of an MBA project on assessing employee satisfaction. It discusses the concept of employee satisfaction and different theories related to it. The objectives of the study are to measure satisfaction levels on various factors, study the relationship between personal factors and satisfaction, analyze current satisfaction levels, and identify factors influencing satisfaction. The research methodology includes a descriptive design, questionnaire for data collection, and statistical tools like percentage analysis and chi-square test for analysis. Key factors discussed that influence employee satisfaction include compensation, work environment, management support, and career growth opportunities.
This document is a summer internship project report submitted by Dhaval N Prajapati to Parul Institute of Management regarding employee satisfaction at Lupin Limited. It includes an introduction to Lupin detailing its founding, objectives, vision, milestones, awards, and present profile. It also describes the HR department structure, policies, activities, and processes at Lupin such as recruitment, performance appraisal, training, and industrial relations. Finally, it outlines a mini project on measuring employee satisfaction conducted during the internship through research methodology including literature review and findings.
This document is a summer training project report submitted by Usha Verma, an MBA student at Sri Ram Murti Smarak College of Engineering and Technology, for their summer internship at Hindustan Aeronautics Limited (HAL) in Lucknow. The report provides an overview of HAL, including its mission, values, objectives, and strategies for human resource development. It also describes HAL's products and services, organizational structure, and the training programs offered to employees. The report analyzes the effectiveness of the training programs in developing employee skills and discusses recommendations.
This document summarizes a study on employee satisfaction conducted at Avatar Gold and Diamonds in Edappal. It includes an introduction outlining the importance of studying employee satisfaction. The objectives of the study were to understand satisfaction levels and identify factors affecting satisfaction. Data was collected through questionnaires distributed to 50 employees. The data was then analyzed using statistical tools and charts. Key findings and recommendations for improving satisfaction are provided.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its importance, scope, objectives and evolution. It outlines the key aspects of HRM like recruitment, selection, training, performance management. It describes the line and staff functions of HRM and the roles of HR managers. Finally, it discusses new approaches to organizing HR departments, including transactional HR groups, corporate HR groups and embedded HR professionals.
Purpose of promotion, basis of promotion, Meaning of transfer, reasons for transfer, types of transfer, right sizing of work force. Need for right sizing.
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
In this presentation, we will discuss the characteristics of systematic promotion policy, principles, types and meaning of Transfer, promotion and demotion.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
Role and Responsibilities HR Executive in a CompanyYour HR World
A human resources manager oversees all aspects of workforce development and management for her employer, ensuring the company is appropriately staffed.
Training and development by Neeraj Bhandari (Surkhet,Nepal)Neeraj Bhandari
This document discusses training and development in organizations. It begins by defining training and development, noting that training is designed to provide employees with skills for their current jobs while development focuses on long-term learning beyond the present job. Several objectives of training are outlined, including imparting new knowledge and skills, improving performance, and fulfilling organizational goals. The document then details the typical process of training including needs analysis, program development, delivery, and evaluation. It concludes by describing various training methods such as classroom lectures, role playing, case studies, and apprenticeships.
Unit 4 training and development (CHAPTER 4 HUMAN RESOURCE MANAGEMENTMAHUA MUKHERJEE
CBCS CALCUTTA UNIVERSITY HUMAN RESOURCE MANAGEMENT TRAINING AND DEVELOPMENT
various types of training
concept of development
human resources development
The document discusses training and its importance for employees and organizations. It defines training as the process of increasing an employee's knowledge and skills for a particular job. Training is important for dealing with environmental changes, organizational complexity, and maintaining good human relations. It improves productivity, quality, safety, and reduces learning time and turnover. The document outlines different on-the-job and off-the-job training methods such as coaching, lectures, simulations and case studies.
The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
Training is the act of teaching employees the skills and knowledge needed to perform their jobs effectively. It is an important activity for human resource development that benefits both employees and organizations. For employees, training improves skills, increases self-confidence and assists with self-management. For organizations, training leads to higher quality work, reduced waste, and helps the organization adapt to changing conditions and technology. There are various types of on-the-job and off-the-job training methods that organizations can use.
Employee training involves determining needs, planning programs, and evaluating effectiveness. Training needs arise from changes in performance, technology, or organizational objectives. The training process involves assessing needs, developing objectives, selecting methods, conducting training, and evaluating transfer. Evaluation criteria include reactions, knowledge, attitudes, job performance, and organizational performance. Methods include pre-post testing, control groups, and feedback.
Identification of Training Needs at WeP Solutions Ltd.Himanshu Tomar
This document discusses identifying training needs at WeP solutions Ltd. It begins by acknowledging those who helped with the training needs assessment project. It then outlines the following chapters: introduction to the project and company, industry profile, research methodology, and analysis and interpretations. The document discusses identifying training needs at the organizational, group, and individual levels. It also covers different training need identification methods, types of training, and the training process of needs analysis, design, development, delivery, and evaluation.
Advantages of the training and development for the employeesIJLT EMAS
In this era where competition is increasing day by day
in the corporate world training and development has become one
of the important key to achieve success. Training is an important
subsystem of Human Resource Development. It is a specialized
function and is one of the fundamental operative functions for
known resource management. Development is a long-term
educational process utilizing a systematic and organized
procedure by which managerial personnel get conceptual and
theoretical knowledge. Basically, it is an attempt to improve the
current or future employee performance of the employee by
increasing his or her ability to perform through learning, usually
by changing the employee’s attitude or increasing his or her
skills and knowledge. These types of training and development
programs help in improving the employee behavior and attitude
towards the job and also uplift their morale. Thus, employee
training and development programs are important aspects which
are needed to be studied and focused on. This paper focusses on
the advantages of the training and development for the
employee’s.
This document discusses training and development in human resources. It defines training as activities that provide opportunities to acquire and improve job-related skills. Training is important for both organizational and individual benefits, such as increased efficiency, productivity, and skills development. There are various on-the-job and off-the-job training methods that can be used, including job rotation, coaching, lectures, and programmed instruction. The goals of training are to prepare employees for their current and future roles and prevent skills obsolescence from changes in technology or other factors.
This document is a project report on employee training and development. It discusses the objectives of the study which are to lay the foundation for training and development processes and to improve the current training and development practices of an organization. It covers topics like the scope of the study, definitions of training and development, identification of training needs, the training process, development process, research methodology used, questionnaires, and limitations. The overall purpose is to explore and understand employee training and development practices in organizations.
HRM 326 TUTORIALS Lessons in Excellence / hrm326tutorials.comkopiko38
FOR MORE CLASSES VISIT
www.hrm326tutorials.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
FOR MORE CLASSES VISIT
www.hrm326tutorials.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
Methods of training on the job off the jobIshfaq Dar
This document discusses various training and development methods used in business, dividing them into on-the-job and off-the-job categories. On-the-job methods like coaching, mentoring, job rotation, and apprenticeship involve learning through observation and practice on actual jobs. Off-the-job methods such as case studies, role playing, simulations, and lectures are conducted away from the work environment. Both approaches are used to develop employees' skills and prepare them to handle job responsibilities.
This document discusses different training methods used by organizations. It defines training and development, and explains the importance of training for both employers and employees. It describes various internal/on-the-job methods like job rotation and external/off-the-job methods such as classroom training. The document also provides an example of the training methods used by TCS, including train-the-trainer sessions, instructor-led training, web-based training, and documentation.
This document provides materials for an entire HRM 326 course, including assignments, quizzes, discussions, exams and tutorials. It outlines the weekly breakdown of the course, listing individual and team assignments, discussions, and assessments for each week. Key topics covered include needs analysis, training methods, delivery strategies, evaluation, diversity training and professional development plans. Guidance is provided on determining organizational goals and priorities to effectively design training programs. The document also includes guides and resources to help students prepare for the final exam.
Training and development is a core function of human resource management that ensures continuous skill development of employees. The presentation discusses the objectives, importance, types, and methods of training. It defines training and identifies needs through job, task, and human resource analyses. Various on-the-job and off-the-job training methods are described, including coaching, lecture, and case study. The key steps in designing an effective training program are identified as needs assessment, setting objectives, organization, and evaluation.
This document appears to be an introductory section of a project report on employee training and development. The objectives are to lay the foundation for training and development at the author's organization and to improve the current training process. The scope involves exploring the field of human resources and gathering feedback to provide exposure. The research methodology will include an exploratory study through secondary data analysis and surveys, followed by a descriptive study using monitoring and interrogation to document the actual training process and suggest improvements. The limitations are the small sample size, reliance on respondent perceptions, and limited time for the study.
The document discusses training and development in organizations. It begins by defining learning and training. Learning is a relatively permanent change in behavior from experience, while training focuses on providing employees with skills to improve performance.
The training process has four phases: needs assessment, development and delivery of training, training methods, and evaluation. Needs assessment identifies organizational, task, and personal training needs. A variety of training methods are described, including lectures, simulations, apprenticeships, and e-learning. Finally, evaluation assesses whether training objectives and goals were achieved through measures like participant feedback and pre-/post-testing.
This document provides information on course materials for HRM 326, including individual and team assignments, discussion questions, quizzes, and exams for each week of the course. It also includes guides for the final exam with sample questions and answers. The materials cover topics like training needs analysis, diversity training, delivery methods, professional development plans, and evaluating training outcomes.
This document provides information about ThinkNEXT Technologies Pvt. Ltd., an ISO certified software development company. It details the company's profile, services offered, management team, clients, industrial training programs, and placements assistance. ThinkNEXT provides solutions using technologies like smart cards, NFC, biometrics, SMS, Android and offers services including ERP software, web development, database solutions and training. The company aims to provide industry-ready training and 100% placement assistance to students through its Cloud Campus programs.
This document provides guidance on configuring service documents and pricing procedures in SAP MM. It discusses setting up number ranges for service purchase orders and entry sheets. It also explains how to configure service pricing procedures by maintaining condition types, access sequences, condition tables, calculation schemas and schema assignments. Configuring these service documents and pricing elements correctly is important for accurate service procurement and invoicing in SAP MM.
This document provides a preface and introduction to a book on labor contract negotiations. It outlines that the book is intended to guide management negotiators, labor relations professionals, and students to understand procedures, strategies, and tactics used in collective bargaining. While experiences differ, there are sufficient similarities that the book can be useful for various situations. Key differences between labor negotiations and other types of negotiations are discussed, such as the ongoing relationship between unions and management and regulations governing the bargaining process.
The document provides an overview of XML (Extensible Markup Language). It describes XML as a text-based markup language derived from SGML that uses tags to identify and organize data rather than display it like HTML. The document outlines key characteristics of XML including that it is extensible, carries data without presenting it, and is an open standard. It also provides examples of XML usage and describes the basic syntax and components of XML documents and elements.
The document is the Employees' State Insurance Act of 1948 from India. It establishes an insurance program that provides certain benefits to employees in cases of sickness, maternity, and employment injury. Some key details include:
- It applies initially to all factories (except seasonal ones) and can be extended to other establishments by state governments.
- It sets up the Employees' State Insurance Corporation to administer the program.
- It defines important terms like "employee", "employment injury", "insured person", and establishes the benefits provided like sick leave, maternity leave, and compensation for employment injuries.
Oracle's application revenue growth has slowed in recent quarters, underperforming the overall software market and SAP. This is partly due to external factors like currency fluctuations, but also appears to be related to conflicts between Oracle's Applications Unlimited policy and its Oracle Fusion Applications. Under Applications Unlimited, clients can stay on existing apps indefinitely, providing little incentive to migrate to Fusion. As a result, adoption of Fusion has been low. To restore app revenue growth, Oracle will need to increase interest in Fusion while still supporting existing apps.
Er ptips sap-training-manual-sample-chapter-from-materials-managementIT
This document provides instructions for configuring key fields in the SAP Material Master, including:
1) Assigning fields to groups to customize which fields are visible.
2) Defining settings for fields to be hidden, required, etc. based on material type, industry, and plant.
3) Copying an existing material type configuration and customizing it for a new "ZMAT" material type.
4) Configuring material types to determine fields displayed and drive other settings for materials.
This document provides a user manual for time management applications in the SAP Enterprise Portal for BHEL employees. It describes how to apply for various types of leaves including casual leave, earned leave, and compensatory off using the Employee Self Service portal. It also outlines the approval workflows for modifying or deleting leave requests based on the leave type and approver's role. Finally, it includes screenshots to illustrate the various screens and steps to apply for leave, track leave status, and perform other time-related activities in the portal.
SAP is an enterprise resource planning software produced by the company SAP. To access the SAP R/3 system, users must enter a valid username and password. Passwords must be at least 3 characters and cannot be easily guessed versions of the username. If a user exceeds the maximum number of incorrect logon attempts, their account will be locked. Forgotten passwords can be reset by contacting the SAP support team.
This document provides an overview of programming in HR-ABAP and working with infotypes in SAP. It discusses:
1) The prerequisites for an ABAP HR programming training, which includes ABAP programming, logical databases, and SAP scripts knowledge.
2) The training will cover creating, enhancing, and working with infotypes, including their structures, tables, screens, and time constraints. It will also discuss using HR macros and the HR_READ_INFOTYPE function.
3) Key aspects of infotypes like their numbering conventions, definition within the data dictionary, specific includes and module pools, and processing records using PROVIDE statements and joins.
This document provides an overview of programming in HR-ABAP and working with infotypes in SAP. It discusses:
1) The prerequisites for an ABAP HR programming training, which includes ABAP programming skills, knowledge of logical databases, and SAP scripts.
2) The training content, which will cover modules in SAP-HR, infotype structures and creation, enhancement of infotypes, and using HR macros.
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4) How to create, enhance, and work with specific inf
Divya Thakur is seeking a challenging position in marketing that allows her creativity. She has expertise in designing molecular structures and ceramic material processes. Her training includes workshops in electricity, machine operation, and welding. She has internship experience with design projects at Ind-Swift Lab and Punjab Chemicals on an absorption tower and heat exchanger. Her major project involved designing an acetaldehyde plant. She has a B.Tech in chemical engineering and was vice president of her college fest society.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Semester ii unit4[1]
1. SEMESTER II
LESSON PLAN 4- MBA / 203
UNIT IV- MANPOWER TRAINING & DEVELOPMENT
Ref: 1. HR Planning by HK Bhattacharyya Ch7, Ch10
2. HR Mgt by Decenzo / Robbins Ch8
3. Personnel / HR Mgt by Decenzo / Robbins Ch10, Ch14
4. MS-2, Block3, Unit9, Unit11
5. MS-2, Block2, Unit 6
6. Suggested Readings Amravati University- syllabus for MBA 203
UNIT OBJECTIVES
1. MANPOWER TRAINING AND DEVELOPMENT.
2. PERFORMANCE APPRAISAL. *
3. POTENTIAL EVALUATION.
4. *JOB EVALUATION.
5. WAGE DETERMINATION.*
LEARNING OBJECTIVES
1. INTRO.
2. DEFINING TRAINING AND DEVELOPMENT.
3. NEED FOR AND BENEFITS OF TRAINING.
4. METHODS OF DETERMING TRAINING NEEDS.
5. TRAINING OBJECTIVES.
6. FORMULATION OF TRAINING POLICY.
7. PRINCIPLE OF AN EFFECTIVE TRAINING PROGRAM.
8. TRAINING METHODS.
9. PRINCIPLES.
10. MANAGEMENT DEVELOPMENT.
11. OBJECTIVE OF MANAGEMENT DEVELOPMENT.
12. TECHNIQUES OF MANAGEMENT DEVELOPMENT.
13. WHAT IS PERFORMANCE APPRAISAL?
14. JOB PERFORMANCE & PERFORMANCE MEASUREMENT.
15. VALIDITY & RELIABILITY OF PERFORMANCE APPRAISAL.
16. METHODS OF PERFORMANCE APPRAISAL.
17. MAKING PA MORE EFFECTIVE.
18. THE MEANING OF JOB DISCRIPTION, JOB ANALYSIS & JOB EVALUATION.
19. FACTORS AFFECTING JOB VALUES.
20. METHODS OF JOB EVALUATION.
21. ESTABLING PAY STRUCTURE.
22. INCENTIVE COMPENSATION PLAN.
23. EXECUTIVE COMPENSATION.
24. CONCLUSION.
25. REVIEW QUESTIONS.
26. CASE STUDY.
INTRO.
1. We have seen how a newly ‘inducted’ employee is introduced to his fellow workers,
his supervisor, the work of his dept, its relations to other dept and its place in the
whole org to the org objective, philosophy, practices & so on. The new employee
then has to learn to work most efficiently & effectively. This is through a well-thought
1
2. out & planned training program. Training is required at every stage when a person is
moved from one assignment to another of a different nature.
DEFINING TRAINING & DEVELOPMENT
2. Training & Development program are necessary in any org for improving the quality
of work of employees at all levels, particularly in a world of fast changing technology,
changing values & environment.
3. The purpose of both is similar.
4. The main difference is in respect to the level of employees for whom these are meant
for and the content & techniques employed.
5. “Training.” Training is a short-term process utilizing a systematic and org
process by which a non-managerial person acquires technical knowledge and
skills for a definite purpose.” It refers to instructions. It is designed primarily
for non-managers. It is for short duration for a specific job-related purpose.
6. DEVELOPMENT. Development is a long-term education process utilizing a
systematic and org process by which managerial persons, get conceptual and
theoretical knowledge. In other words it refers not to technical knowledge or skills in
operation but to philosophical & theoretical concepts. It involves broader education &
its purpose is long-term development.
7. BENEFITS OF TRAINING. A well planned & executed training program should result
in the following benefits:-
a) Reduction in Wastage & spoilage.
b) Improvement in method of work.
c) Reduction in learning time.
d) Reduction in supervising burden.
e) Reduction in machine breakage & maintenance costs.
f) Reduction in accident rate.
g) Improvement in quality of products.
h) Improvement in production rate.
i) Improvement in morale & reduction in grievances.
j) Improvement in efficiency & production.
k) Reduction in manpower obsolescence.
l) Enabling the org to provide increased financial incentives, opportunity for
internal promotion & raising of pay rates.
m) Personal growth,
n) Wider awareness among participants enlarged skill.
8. METHODS OF DETERMINIG TRAINING NEEDS.
Total need can be determined by analyzing the sit in r/o of each skill & each member of
work force. This to determine training needs one would have to analyse the following :-
a) Job Requirement.
b) Employees present job skills.
c) Training Needs.
This can be does in the following ways:-
a) Analysis of an activity.
b) Analysis of Problems.
c) Analysis of Behavior.
d) Analysis of an Org.
e) Appraisal of Performance.
f) Brainstorming.
g) Buzzing.
h) Card Sorting.
i) Committee.
j) Comparison.
2
3. k) Confidence.
l) Consultants.
m) Counseling.
n) In-basket.
o) Incident Pattern.
p) Informal Talks.
q) Interviews
r) Observations
s) Problem Clinic.
t) Research.
u) Role-playing.
v) Self-Analysis.
w) Skill-Inventory.
x) Slip Writing.
y) Studies.
z) Survey.
aa) Tests.
bb) Task Force.
cc) Questionnaires.
dd) Workshop.
9. TRAINING OBJECTIVES
a) To prepare employees for the job meant for them while in first appointment on
training, or on promotion & impart to them the required skill and knowledge.
b) To assist the employees to function more effectively in their present position
by exposing them to the latest concepts, information techniques & developing
the skills that would be required in their particular jobs.
c) To build a second line of competent officers and prepare them to occupy
more responsible positions.
10. PRINCIPLE OF EFFECTIVE TRAINING PROGRAM.
a) The objectives & scope of a training plan should be defined before its development is
begun in order to provide a basis for common agreement & cooperative action.
b) The techniques and processes of a training program should be related directly to the
needs & objectives of the org.
c) To be effective the training must use tested principle of learning.
d) Training should be conducted in the actual job environment to the maximum possible
extent.
9. TRAINING METHODS. Training for different categories of employees:-
a) Unskilled Worker.
b) Semi-skilled Worker.
c) Skilled Worker.
d) Salesmen.
e) Supervisory Staff.
10. All training methods can be broadly classified into TWO:-
a) On the job training.
b) Off the job training.
11. ON THE JOB TRAINING. An employee is placed in a new job and is told how it is to be
performed. It aims at developing skills and habits consistent with the existing practices of an
org and by orienting him to his immediate problems. Coaching & instructions is done by
skilled workers, supervisors, special training instructors. A variety of training aids &
techniques are used.
b) VESTIBULE TRAINING OR TRAINING CENTRE TRAINING. It involves class-room
training imparted with the help of equipment and machines identified to those in use at the
3
4. place of work. Theoretical training is given in the classroom & practical conducted on the
production line. It is often used to train clerks, Bank tellers, inspectors, machine operators,
typists etc.
c) Simulation. It is an extension of vestibule training. The trainee works on ‘closely
duplicated real job conditions.’ This is essential when on-the-job practice is expensive, might
result in serious injury, a costly error, Destruction of properly e.g. Pilots Training.
d) Demo & Exercise. Here the trainer describes and Demonstrates how to do a certain
work. He performs the activity himself going through a step by step explanation of the ‘why’,
‘how’ ‘what’ he is doing.
e) Apprenticeship. A major part of training is spent on the on-the job productive work. Each
apprentice is given a program of assignments according to a predetermined schedule which
provides for efficient training in trade skills appropriate for- crafts-trades & technical areas.
12. OFF-THE-JOB OR CLASS ROOM METHODS. Training on the job is not a part of
everyday activity. Location of training may be a company class-room, educational institutions
or an association which is not a part of the company. Methods include the followings:-
a) Lectures.
b) Conference.
c) Seminars/ Team Discussion.
d) Case Discussion.
e) Role Playing.
f) Programmed Instruction.
a) Lectures. Formally organized talks by an instructor on specific topics. This method
is useful when philosophy, concepts, attitudes, theories, problems have to be
discussed.
b) Conference Method. Held as per an org plan. Mutual problems are discussed &
participants pool their ideas and experience in attempting to arrive at better methods
of dealing with these problems. Members teach & learn from each other. Conference
may include Buzz sessions which divide conference into small groups of 4-5 for
intensive discussion. This method is suitable for a group of 20-30 persons only.
c) Seminar or Team Discussion. The group learns through discussion of a paper on a
selected subject. The paper is written by one or more trainees.
d) Case Discussion. A real / Hypothetical business problem demanding solution is
presented to the group & members are trained to identify the problems present &
suggest various alternatives for tackling them analyse each one of these find out their
component suitability & decide for themselves the best solution. This method
promotes analytical thinking. Extensively used in professional school of law & Mgt &
in supervisory & executive training program in industry.
e) ROLE PLAYING. Also called ‘Role Reviewing’ or ‘Socio-Drama’ or ‘psychological
Drama’. Here trainees are given out a role to play as in a stages drama. No written
lines no rehearsals. Players quickly respond to ever changing situation.
13. MANAGMENET DEVELOPMENT. Is a systematic process of training & growth by
which managerial persons gain and supply skills, knowledge, attitudes & insights to
manage the work in their org effectively and efficiently.
14. Objectives of Management Developments.
a) Assure the org of availability of required numbers of managers with the required skills
to meet the present and anticipated future needs of the business.
b) To encourage managers to grow as person & in their capacity to handle greater
responsibility.
c) To improve the performance of managers throughout their career.
15. A Dasgupta in “Business & Mgt in India” has given objectives of development of
managerial persons for various level of mgt as under:-
a) Top Mgt.
4
5. i. To improve through process and analytical ability in order to uncover and
examine problems and take decision in the best interest of the country & Org.
ii. To broaden the outlook of the executive role, position & responsibilities.
iii. To think through the problems which may confront the organization.
iv. To understand, economic, technical & institutional aspects in order to solve
business problems.
v. To acquire knowledge about problems of human relations.
(B) MIDDLE MGT.
i. To establish a clear picture of executive functions & response.
ii. To bring about an awareness of the broad aspects of mgt problems.
iii. To develop the ability to analyze problems and to take appropriate action.
iv. To develop familiarity with managerial uses of fin accounting.
v. To inculcate knowledge of human motivation & human relationships.
vi. To develop responsible leadership.
(C) MIDDLE FUNCTIONAL EXECUTIVE & SPECIALISTS.
i. To increase knowledge of business functions & operations in specific fields in
marketing, productions, finance, personnel.
ii. To increase proficiency in mgt techniques, work study, inventory control, operation
research, quality control.
iii. To simulate creative thinking.
iv. To understand the functions performed in a company.
v. To understood Human Relations problems.
vi. To develop ability to analyse the problems.
16. TECHNIQUES OF MANAGEMENT DEVELOPMENT.
a) Planned Progression.
b) Job Rotation.
c) Creation of ‘Assistant-to’ Position.
d) Under-study.
e) Coaching-Counseling.
f) Temporary Promotions.
g) Committees & Jr. Bodies of managements.
h) Syndicates.
i) Case Discussion.
j) Incident Process.
k) Role Playing.
l) Sensitivity Training.
m) Management / Business Games.
n) In-Basket exercise.
o) Transactional Analysis.
17. WHAT IS PERFORMANCE APPRAISAL?
‘Performance appraisal (PA) is the process through which an individual employee’s
behavior and accomplishments for a fixed time period are measured & evaluated.’ The
main purpose of measuring and evaluating is to assess the worth or value.
18. ‘PERFORMANCE APPRAISAL. Is systematic & objective way of judging the relative
worth of an employee in performing his task?” Performance appraisal is thus the process of
reviewing an individual’s performance and program, in a job and assessing his potential for
future improvement.
It is a systematic method of obtaining, analyzing and recording information about a person
that is needed:-
a) For the efficient Mgt of Business / Org.
5
6. b) By the manager to help him to improve the jobholders performance & plan his
career.
c) By the jobholder to assist him to evaluate his own performance & develop himself.
19. PA- FROM AN ORG PERSPECTIVE. PA is led by the personnel function. PA can be
viewed as 6-step sequence as shown in Fig-1. The sequence is significant because it begins
& ends with the personnel functions & is ultimately justified by the value of PA in helping to
make several administrative decisions.
20. PA FROM A MANAGERIALS VIEW POINT. The manager shoulders the responsibility
for PA. The manager defines the demands of the employee’s position & translates these into
some expectations for the employees i.e., “I expect you to reduce absentee sum by 20%.
How the employee actually performance is observed over a fixed time-period resulting in a
evaluation form. Evaluation must be shared with a subordinate. The process ends with
recommendation from you to Higher Management for one or more administrative decisions
regarding the employee as under:-
i. Promotion.
ii. Salary Increase.
iii. Training.
iv. Any Other.
21. PROBLEM OF VALIDITY & RELIABILITY. PA is intended to evaluate the ‘Performance
& Potential’ of employees. Still they may not be valid indicator of what they are intended to
assess because of a Variety of Limitations on their use:-
a) The ‘Halo’ effect. The tendency of the evaluation to base assessments of all the
individual characteristics on the rater’s overall impression of the person being
evaluated is ‘Halo Effect’. The halo effect is the tendency to generalize from a
predetermine overall impression for the appraisal of specific traits and characteristics.
i. Bias. Appraisers Bias colors the entire appraisal base on religion, political,
social, interpersonal conflicts.
ii. Inflation of Ratings. There is a tendency to give rater higher ratings.
iii. Central Tendency. Tendency to avoid extreme ratings on both ends of scale.
iv. Strictness Error. When rater artificially assigns all or certain groups of
employee low ratings.
6
7. 22. METHODS OF APPRAISAL.
a) Global Essays & Ratings.
b) Trait-rating scales.
c) Ranking Process.
d) Critical Incident Methods.
e) Behavioral based scales & BARS.
Unfortunately there are no accepted standards to determine which method of evaluation
produces best results. A range of methods & techniques are used. There are no commonly
accepted norms.
a) Global Essay & Ratings. In a typical Global Rating approach the rater is asked to
provide an overall estimate of performance without making distinction among
performance decisions. “What is your overall evaluation of this individual’s
performance for the past year”?
b) TRAIT-RATING-SCALES. Usually comprise a list of personality-traits. You as a rater
will be required to indicate in a numerical scale the degree to which the individuals
being appraised possesses these traits. The trait rating approach is multidimensional
is usually conducted to generate a limited number of traits appearing in the PA form.
However since they lack specific job-related definitions, trade rating scales are
extremely vulnerable to errors such as halo, strictness, central tendency & that
severally affect the validity & reliability of the ratings.
c) Ranking Process. Top 1%, Top3%, Top5%, Bottom 30%, marginal & unsatisfactory.
d) Critical Incident Methods. You must document the positive & negative behavior
events that have occurred during a given performance period. You can revise
performance as services of +Ve and –Ve behavior related to a job. This approach
requires a great deal of inference on your part as a rater to determine which incident
are critical to the job performance.
e) Behaviorally based scales & BARS. Behaviorally Anchored Rating Scales (BARS)
are description of various degrees of behavior with regard to a specific performance
dimension. The behavior specifically defines and provides you the anchors for the
rating scales. Although these scales represents job relevant dimensions of
performances, they still page problems for you in determining which actually
observed behavior match with specifically anchored performance scales. Despite
this, BARS are a significant improvement, since they require less inference on your
part as a rater than traditional trait-rating approach.
f) Objective & Goal-setting Procedure. There focus on outcomes. An employee is
assessed on the basis of what he produces as a result of job-performance. Goals
and standard are set evaluation is based on whether the goal has been met in
relation to predetermined standards.
23.MAKING PA MORE EFFECTIVE. If PA is to be more successful, they should:-
a) Based on performance standards.
b) Result in a face-to-face performance review and
c) Based upon multiple assignments
a)Results Oriented Scheme. These embody the principle developed by DMC
Gregory & the MBO philosophy based on Peter Drucker’s writings. Should be
shifted from appraisal to analysis MC Gregor suggested that the emphasis.
Should be shifted from appraisal to analysis. This implies a more +Ve approach.
The subordinate is no longer being examined by the supervisor to determine the
formers weakness but the subordinate is analyzing himself-his weakness,
strategies and potentials. He becomes an active not passive agent. The aim is to
relate assessments to a review of performance against specific training and
standard of performance agreed jointly by the supervisor & subordinate.
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8. Merits:-
i. Subordinates make his own evaluation.
ii. Once job a manager is shifted from criticizing the subordinate to
helping him improve his performance.
iii. It is consistent with the belief that people work better when they
have definite I jobs they must meet in specified period.
PERFORMANCE REVIEWS. Meaningful exercise in appraisal of potential the purpose of
Performance Review if they are to achieve their prime purpose of helping people to improve
and develop. Unless carefully & sensitively handled, your subordinates become more
dissatisfied after your counseling than they were before.
i. POTENTIAL REVIEWS. A meaningful exercise in appraisal should include a review
and appraisal potential. The review of potential is concerned with forecasting the
direction in which the subordinate’s career can & should go and the rate at which he
is expected to develop. The assessment of potential requires an analysis of existing
skills, qualities and how they can be developed to the mutual advantage of the
company and the employee. There is also an important counseling aspect to the
review of potential which consists of discussion with the individual about his
aspirations and how these can be best matched to the future, increase for him.
These discussions are a vital part of the procedure because they can provide you
with information about your employee’s feelings on the subject which may have a
direct impact or plans for development.
24. USING MULTIPLE APPRAISALS. To reduce the problem of validity & Reliability, it may
be more useful to use multiple ratings than single evaluation. While the rating of one
supervisor may not be valid, the overall patterns of several ratings do provide an indication
of overall performance and potential for development.
25. PEER. Ratings, self-ratings and subordinate ratings are various attempts that have been
made recently to improve the PA systems.
JOB DESCRIPTION, ANALYSIS & EVALUATION
26. Job Description. Job-Description is a broad statement of the purpose, duties &
responsibilities of a job or position. A job description should be based on a detailed job
analysis.
27. Job Analysis. Job analysis refers to the process of examining a job to identify its
component parts and circumstances in which it is performed. The central concern is to treat
jobs as units of org. The purpose is to gather, analyze and utilize information about jobs. Job
analysis is the foundation for job evaluation.
28. Job evaluation and Pay structure. Job evaluation is the process of establishing the
value of jobs in a job hierarchy. Job values may be determined by negotiation or fixed on the
basis of broad assumptions about market rates and internal relativities. Job evaluation is a
comparative process. Through the process of job evaluation one is able to compare jobs by
using common criteria to define the relationship of one job to another. This gives us the
basis for grading jobs and developing a pay structure one has to remember that job
evaluation is about relationship and not absolutes. Therefore job evaluation cannot be the
sole determining factor for deciding pay structures. Jobs have intrinsic value-the laborer is
worthy of his hire. What is the value in monetary terms unless we take into account a) The
pressure of Supplies & Demand b) Internal Differentials c) feelings of equity?
29. FACTOR AFFECTING JOB VALUES.
a) Market rates.
b) Negotiated Pay Scales.
c) Internal Differentials.
d) Equity.
i) Market Rates. A job is worth what the market says it is worth. You will have difficulty
in obtaining or retaining people if their pay are not kept in line with those prevailing in
the local & National labour markets from which you recruit your employees. Some
specialized jobs within the company will be governed more by internal than external
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9. comparison. Market rates provide data on differentials between jobs as well as actual
levels pay.
ii) Negotiated Pay Scale. Many pay structures are built around pay scales negotiated
either at plant / National levels. The negotiated rates will be influenced by market
rates; the relative standards of employees of unions, the economic sit, legislation &
govt anti-inflationary pay regulations. Often one pays more than the locally or
nationally negotiated minimum just to keep ahead of market rates or in response to
union pressures.
iii) Internal Relativities & Equity. Pay structures are expected to reflect differences in the
relative skill and responsibility of jobs. They should aim to achieve equity in the sense
that individuals should feel that their rewards are in balance both with their own
output in the shape of efforts, skills and contribution, and with the rewards received
by others in relation to their output.
iv) Equity is the feeling that justice & fairness are only achieved when equal pay is
received for equal work, when pay differentials can be related to finite differences in
degrees of responsibility, and when pay matches individual capacity and the level of
work carried out.
25. Job evaluation is used to create TWO Dimensions of relationships. The first is vertical
relationship within the sector of an org where the basic skill is similar. Here the order of
seniority may be obvious but the spacing of the rungs on the seniority leader needs to be
established. The second dimension is lateral relationship between jobs of a different nature.
Job evaluation is therefore basically the attempt to find a measure by which the relative
payments made to different jobs are internally consistent.
SUMMARY
An understanding of all the concepts in this unit will improve the ability to understand what
motivates men and improve our ability to manage them more effectively.
26. METHODS OF JOB EVALUATION
1. Ranking Method.
2. Classification.
3. Factor Comparison.
4. Point Method.
a) Ranking Method. Ranking Method requires a committee typically composed of both
management and employee representatives to arrange jobs in a simple work order,
from highest to lowest. 2 jobs are compared and it is judged as to which one is more
important / difficult. Then they compare another job with the first two and so on until
all the jobs have been evaluated and ranked.
Difficulties-
i. How do you rank hundreds & thousands of jobs?
ii. ii) No objectivity in standards of judging two jobs.
b) Classifications Method- Classification grade are established by identifying some
common denominator-skills, knowledge, responsibilities-with the desired goal being
the creation of a number of distinct classes or grades of jobs. Examples – shop jobs,
clerical jobs or grade of jobs, depending on the type of jobs in the org once
classifications are established, they are ranked in an overall order of importance
according to the criteria chosen and each job is placed in its appropriate
classifications. The classification method shares most of the disadvantages of the
ranking approach, plus the difficulty of writing classification description judging which
jobs go where.
c) FACTOR COMPARISON METHOD. This is a sophisticated and quantitative ranking
method. The evaluators select key jobs in the org as standards. These jobs chosen
should be well known, with establish pay rates in the community and they should
consist of a cross-section of all jobs that are being evaluated “from the lowest to the
highest paid job, from the most important to the least important and cover the full
range of requirements of each factor, as agreed upon by a committee representing
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10. workers & management. “Typically 10-25 key jobs are selected by the committee”.
What factors in the key jobs will the other jobs are compared against? These criteria
are usually mental requirements, skill requirements, physical requirements,
responsibility & working conditions. Once the key jobs are taken & criteria chosen,
committee members rank the key jobs on the criteria. In the next step, the committee
members agrees upon the base rate for each of the key jobs & then allocate this
base rate among the 5 criteria. The final step is to compare its overall judgments and
resolve any discrepancies. The system is in place when the allocations to the key
jobs are clear & understood, and high agreement has been achieved in committees
members judgments about him much of each criteria every job has.
Drawbacks-
i) Complexity.
ii) Use of same 5 criteria to assess all jobs when in fact jobs differ across
and within organization.
iii) POINT METHOD. This method breaks down chosen jobs based on
various identifiable criteria-such as skill, efforts, and responsibility and
then allocates points to each of these criteria. Depending upon the
importance of each criteria to performing the job appropriate weightage
are given points are summed, and jobs with similar points totals are
placed in similar pay grades.
Merits.
The point method offers the greatest stability of the four approaches. Jobs may change over
time but the rating scales establish under the point method stay intact. Also there is a
minimum of rating errors.
Demerits.
i. Complex.
ii. Costly & time consuming to develop. The point method is the most widely used
method.
27. Establish Pay Structure. Once the job evaluation is complete, its data become the
nucleus for the development of the org pay structure. This means establish pay rates
or ranges that are compatible with the ranks, classifications, or points arrived at
through job evaluation.
a) Wage Surveys. Most org use surveys to gather factual information on pay
practices within specific communities and among firms in their industry. This
information is used for comparison purposes. It can tell management if the
org wages are in line with those of other employees and in cases where
there is a short supply of individuals to fill certain position may be used to
actively set wage levels. Org obtain data by carrying out its own surveys &
tapping information from ‘National Bureau of labor statistics.’
b) Wage curves. When management arrives at point totals from job evaluation
and obtains survey data on what comparable org are paying for similar jobs
then a wage curve can be fitted on to the data. This example assumes usage
of the point method and plots point totals and wage data. A separate wage
curve can be constructed based on survey data & compared for
discrepancies.
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11. c) Wage structure. It is only a short step from plotting a wage curve to
developing the org wage structure. Jobs that are similar in terms of classes,
grades or points are grouped together. For example Pay Grade-1 may cover
from 0 to 100 points, Pay Grade-2 from 101 to 200 points & so on. The result
is important jobs are paid more and as individuals assume jobs of greater
importance they rise within the wage hierarchy. Each pay grade has a long
range and that the ranges overlap.
INCENTIVE COMPENSATION PLANS. Incentive pay is given in addition to
basic pay and provides additional dimension to the wage structure.
a) Individuals Incentives.
aa) Piece work plan’s
ab) Time savings bonuses.
ac) Commissions.
Individual’s incentives are widespread in practice.
d) Group Incentives. Two or more employees can be paid incentives for
combined performance example- team victories.
e) Org wide incentives. The goal of such incentive is to direct the efforts of all
employees towards achieving overall org effectiveness. This produces
rewarded for all employees based on org wide cost reduction. Example US
Scanlon plan- labor saving improvements project sharing plans.
f) EXECUTIVE COMPENSATIONS. Executive pay has several twists that
deserve attention.
Firstly, Base salaries of executive are high.
Secondly, executive operate under Bonus & stock option plans that can
dramatically increase their total compensation.
Thirdly, executive receive perquisites or special benefits.
CONCLUSION
Compensation administration is part of every org. The system must be tailored to meet the
objectives & needs of the company.
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12. SELF REVIEW QUESTIONS
Q1. State very briefly the distinguishing features of ‘Job Analysis’, Job Description, and Job
evaluation?
Q2. Describe the major step of Job descriptions?
Q3. What is compensation administration? What does it entail?
Q4. Differentiate between wage survey, wage curves & wage structures?
CASE APPLICATION
(PERK-UP)
1. Last year and in 3 of the 5 preceding years ‘Smithson Industries’ lost millions of dollars.
Although a large conglomerate, smithsion has found these losses hard to accept a sought to
freeze wage increases for its executive. However after conferring with the president of the
company the chairman of the board has decided to offer non-financial incentives. His
reasoning was that competition was head-hunting, and to make such a blatant no-increases
statement might cause the more-promising executives to leave the org. This he felt, would
be extremely determental. He believed that when times were tough, as they had been, i.e.
when excellent managers are required. Losing them now could only snowball the decline.
Accordingly, the Board of Directors has voted to provide each executive with a membership
in the local health Spa, while considered a permanent perk and in lieu of a raise this year,
the board rationalized that managing the corporation the months ahead would be extremely
stressful and that this membership would be a means of reducing the stress while enabling
the executives to become healthier. Unfortunately, however the perk was NOT enough.
Grumbling about the chain of events two executives ‘jumped ship.’ The one’s that stayed
did so because of their time invested in the companies’ pension. However they too were
upset over the boards decision.
QUESTIONS
Q1- How could this ‘Perk’ have been offered or marketed better to these executives?
Q2- What do you believe is the reason why most of the executives did not find the Perk
rewarding?
Q3- Faced with a similar dilemma, what you have done if you had been chairman of the
Board? What would you do now that the executive are upset?
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