providing feedback on the value of the contribution of the HR function to the organisation's strategic business objectives assessing the

quality of HR practices, policies and delivery reporting on extent of statutory HR compliance and remedial action required assessing HR and line management relationships and ways these can be improved setting guidelines for establishing HR performance standards and identifying areas for change and improvement with specific recommendations The HR Audit focuses on the following elements of People Management: Organisational Data Strategic HRM overview Staff Communication and Change Management HRM Operational Delivery Staff Performance and Morale and HR Performance Measures

CONCEPT OF HR AUDIT AND PURPOSE AN AUDIT IS A MEANS BY WHICH AN ORGANIZATION CAN MEASURE WHERE IT CURRENTLY STANDS AND DETERMINE WHAT IT HAS TO ACCOMPLISH TO IMPROVE ITS HUMAN RESOURCES FUNCTION. IT INVOLVES SYSTEMATICALLY REVIEWING ALL ASPECTS OF HUMAN RESOURCES, USUALLY IN A CHECKLIST FASHION, ENSURING THAT GOVERNMENT REGULATIONS AND COMPANY POLICIES ARE BEING ADHERED TO. THE KEY TO AN AUDIT IS TO REMEMBER IT IS A LEARNING OR DISCOVERY TOOL, NOT A TEST. THERE WILL ALWAYS BE ROOM FOR IMPROVEMENT IN EVERY ORGANIZATION. AN HR AUDIT PROVIDES A QUICK WAY TO TAKE STOCK OF A COMPANYS HUMAN RESOURCES AND PRACTICES WITH AN EYE TOWARD IMPROVING THEM. WHILE THERE ARE DIFFERENT WAYS TO CONDUCT AN HR AUDIT, DEPENDING ON THE COMPANYS GOALS, AUDITS USUALLY INVOLVE INTERVIEWING SENIOR AND MID-LEVEL MANAGEMENT, REVIEWING THE COMPANYS HR POLICIES AND FORMS, AND SOMETIMES EVEN SURVEYING EMPLOYEES. THE ADVANTAGE OF HR AUDITS IS THAT THEY BRING A LEVEL OF EXPERTISE TO BEAR ON ISSUES THAT, WHILE IMPORTANT, MOST COMPANIES SIMPLY DO NOT HAVE THE TIME OR CAPACITY TO UNDERTAKE THEMSELVES. A BASIC AUDIT WILL ADDRESS COMPLIANCE ISSUES SUCH AS, THE HIRING PROCESS OR PERSONNEL POLICIES. WE RECOMMEND A FULLER ASSESSMENT TO ADDRESS POSSIBLE ORGANIZATION DESIGN ISSUES AND TO IDENTIFY OPPORTUNITIES FOR MAKING BETTER USE OF THE COMPANYS HUMAN RESOURCES. ONCE THE AUDIT IS COMPLETED, THE FINDINGS ARE PRESENTED TO MANAGEMENT. WHAT HAPPENS AFTER THAT DEPENDS ON MANAGEMENT. THE COMPANY OWNS THE FINDINGS AND CAN CHOOSE WHETHER, WHEN, AND TO WHAT DEGREE TO ACT ON THEM. THE HR AUDIT HELPS BY:

PURPOSE OF HR AUDIT
To insure the effective utilization of an organizations human resources. To review compliance with a myriad of administrative regulations. To instill a sense of confidence in management and the human resources function that it is well managed and prepared to meet potential challenges. To maintain or enhance the organizations and the departments reputation in the community. To perform a "due diligence" review for shareholders or potential investors/owners.

SMART goal settings

An effective expression of the important goal setting guidelines is that you should set SMART goals. What the SMART goal setting guidelines actually mean is that your goals should be Specific Measurable Attainable Rewarding timely Specific With a specific goal you can clearly see what it is you want to achieve, and you have specific standards for that achievement. In making your goals specific it is important that you actually write them, which is crucial in all goal setting guidelines. The more specific is your goal, the more realistic is your success, and the shorter is path to it. When you work on making your goal specific, you program your subconscious mind to work for you. Then, your feelings and thoughts will lead you to your goal instead of pointing at the obstacles. To make your goals specific you also need to work out the other components of SMART goal setting guidelines below. Measureable: For a goal to be measurable you need a way to measure the progress and some specific criteria that will tell you when you can stop and the goal is achieved. Feeling the progress is very important for you to stay motivated and enjoy the process of achieving the goal. Attainable: An attainable goal is a goal for which you see a realistic path to achievement, and reasonable odds that you get there. This does not mean that the lower you aim the more likely you reach success. It is well known that goals that work best have a challenge in them. They are chosen as ambitious as possible, but still reachable. Then they will give you more motivation and sense of achievement. Rewarding: A goal is rewarding when you have clear reasons why you want to reach that goal. This is one more place where it is important that the goal is really yours. Have your specific reasons and expected reward in writing. If possible, even with some visual pictures. Imagine how you are going to feel when the goal is finally reached. This will ensure that the goal is really worth achieving. Then, every time you get stuck and don't feel motivated enough, read your reasons and look at the pictures. This is a known and very powerful practical technique of how to get through difficult moments and not quit. Timely: The fifth requirement of the SMART goal setting guidelines is that your goal should have a specific time limit. This is also very important for your subconscious mind. Besides, time is the price you pay for the reward from achieving a goal. Setting the deadline will protect you from paying higher price than the goal is worth. This is also your protection from procrastination and perfection.

An important component of the performance management process is the growth and development of employees workrelated competencies. This process offers an opportunity for employees to work together to improve and build upon their performance and to contribute to organizational effectiveness. Developing an employees performance furthers the mission of the University and enhances the overall quality of our workforce by: Promoting a climate of continuous learning and professional growth Helping to sustain employee performance at a level which meets or exceeds expectations Enhancing knowledge, experience, position, or career related skills Enabling employees to keep abreast of changes in their fields Making employees competitive for employment opportunities within the University Motivating employees Promoting affirmative action objectives The Career Planning tool helps to think about how we would like our career to develop. This is particularly useful in jobs where there is no clear, established career path or where we are locked into a job that does not satisfy us. Planning career helps us to avoid the boredom, disillusionment, frustration and stress that come with failing to have achieved your potential. This is a real risk if a good, clear, satisfying career path is not open to you. The tool provides a 5-stage process for thinking through your Career Plan:

CAREER PLANNING AND MANAGEMENT

Career Planning (CP)

Training Programs and services that assist employees in conducting individual assessments and establishing a professional career development plan that helps them reach their full potential and fulfill the organization's mission. "Career planning" is when the employee analyzes his/her own aptitudes, skills, qualifications, interests, and values and plans accordingly. "Career management" is when the company supports and assists in the development and achievement of a career plan through a commitment made by the employees manager/supervisor and department

Concept and objective for succession planning

succession planning to be a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors. Successors may be fairly ready to do the job (short-term successors) or seen as having longer-term potential (long-term successors). Succession planning therefore sits inside a very much wider set of resourcing and development processes which we might call succession management. This encompasses the management resourcing strategy, aggregate analysis of demand/supply (human resource planning and auditing), skills analysis, the job filling process, and management development (including graduate and high flyer programmes). Organisations use succession planning to achieve a number of objectives including: Improved job filling for key positions through broader candidate search, and faster decisions Active development of longerterm successors through ensuring their careers progress, and engineering the range of work experiences they need for the future Auditing the talent pool of the organisation and thereby influencing resourcing and development strategies Fostering a corporate culture through developing a group of people who are seen as a corporate resource and who share key skills, experiences and values seen as important to the future of the organisation. Of these, it is the active development of a strong talent pool for the future which is now seen as the most important. Increasingly, this is also seen as vital to the attraction and retention of the best people. Typical activities covered by succession planning include: identifying possible successors challenging and enriching succession plans through discussion of people and posts agreeing job (or job group) successors and development plans for individuals analysis of the gaps or surpluses revealed by the planning process review, ie checking the actual pattern of job filling and whether planned individual development has taken place.

THEORY X AND THEORY Y

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. McGregor maintained that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. theory x ('authoritarian management' style) The average person dislikes work and will avoid it he/she can. Therefore most people must be forced with the threat of punishment to work towards organisational objectives. The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

Characteristics of the X Theory Manager

Results-driven and deadline-driven, to the exclusion of everything else Intolerant Issues deadlines and ultimatums Distant and detached Aloof and arrogant Elitist Short temper Shouts Issues instructions, directions, edicts Issues threats to make people follow instructions Demands, never asks Does not participate Does not team-build Unconcerned about staff welfare, or morale Proud, sometimes to the point of self-destruction One-way communicator Poor listener Fundamentally insecure and possibly neurotic Anti-social vengeful and recriminatory Does not thank or praise Withholds rewards, and suppresses pay and remunerations levels Scrutinises expenditure to the point of false economy Seeks culprits for failures or shortfalls Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence Does not invite or welcome suggestions Takes criticism badly and likely to retaliate if from below or peer group Poor at proper delegating - but believes to be good at delegating Thinks giving orders is delegating Holds on to responsibility but shifts accountability to subordinates Relatively unconcerned with investing in anything to gain future improvements

theory y ('participative management' style)

Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised.

What is job evaluation? what are the different ways in which a job evaluation can be carried out? Job evaluation is a systematic assessment of job content. It establishes the worth of a job in terms of salary or wage compared to other jobs. Many elaborate schemes have been developed and applied with varying degrees of success. While some structure is necessary on a project, pay is more likely to be governed by market conditions, scarcity, individual knowledge, performance or trade agreements. Job evaluation is the method of ordering jobs or positions with respect to their value or worth to the organization, and placing them into job families and zones. Job evaluation is the A formal process by which management creates a job worth hierarchy within an organization. The two basic approaches are the market data approach and the job content approach. The different ways in which a job evaluation can be carried out is

JOB EVALUATION

2. 1. 2. 3. 3. 1. 2. 3. 1. 2. 4. 1. 2.

Ranking This method is one of the simplest to administer. Jobs are compared to each other based on the overall worth of the job to the organization. The 'worth' of a job is usually based on judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions. Advantages Simple. Very effective when there are relatively few jobs to be evaluated (less than 30). Disadvantages Difficult to administer as the number of jobs increases. Rank judgements are subjective. Since there is no standard used for comparison, new jobs would have to be compared with the existing jobs to determine its appropriate rank. In essence, the ranking process would have to be repeated each time a new job is added to the organization. 1. Ranking Methods 2. Ordering Simply place job titles on 3x5 inch index cards then order the titles by relative importance to the organization. 3. Weighting 4. Paired Comparison ii)Classification Jobs are classified into an existing grade/category structure or hierarchy. Each level in the grade/category structure has a description and associated job titles. Each job is assigned to the grade/category providing the closest match to the job. The classification of a position is decided by comparing the whole job with the appropriate job grading standard. To ensure equity in job grading and wage rates, a common set of job grading standards and instructions are used. Because of differences in duties, skills and knowledge, and other aspects of trades and labor jobs, job grading standards are developed mainly along occupational lines. The standards do not attempt to describe every work assignment of each position in the occupation covered. The standards identify and describe those key characteristics of occupations which are significant for distinguishing different levels of work. They define these key characteristics in such a way as to provide a basis for assigning the appropriate grade level to all positions in the occupation to which the standards apply. Advantages Simple. The grade/category structure exists independent of the jobs. Therefore, new jobs can be classified more easily than the Ranking Method. Disadvantages Classification judgments are subjective. The standard used for comparison (the grade/category structure) may have built in biases that would affect certain groups of employees (females or minorities). Some jobs may appear to fit within more than one grade/category. iii)Factor Comparison A set of compensable factors are identified as determining the worth of jobs. Typically the number of compensable factors is small (4 or 5). Examples of compensable factors are: Skill Responsibilities Effort Working Conditions Next, benchmark jobs are identified. Benchmark jobs should be selected as having certain characteristics. equitable pay (not overpaid or underpaid) range of the factors (for each factor, some jobs would be at the low end of the factor while others would be at the high end of the factor). This process establishes the rate of pay for each factor for each benchmark job. Slight adjustments may need o be made to the matrix to ensure equitable dollar weighting of the factors. The other jobs in the organization are then compared with the benchmark jobs and rates of pay for each factor are summed to determine the rates of pay for each of the other jobs. Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities). iv) Point Method A set of compensable factors are identified as determining the worth of jobs. Typically the compensable factors include the major categories of: Skill Responsibilities Effort Working Conditions These factors can then be further defined. Skill Experience Education Ability Responsibilities Fiscal Supervisory Effort Mental Physical Working Conditions Location Hazards Extremes in Environment The point method is an extension of the factor comparison method. Each factor is then divided into levels or degrees which are then assigned points. Each job is rated using the job evaluation instrument. The points for each factor are summed to form a total point score for the job. Jobs are then grouped by total point scores and assigned to wage/salary grades so that similarly rated jobs would be placed in the same wage/salary grade. Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities).

What is the process of training? Identify various sources of training need analysis. Training is the teaching of vocational or practical and relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges or polytechnics. Today it is often referred to as professional development. Training is the means the planned and organized activity of a consultant to impart skills, techniques and methodologies to employers and their employees to assist them in establishing and maintaining employment and a place of employment which is safe and healthful. Training is the systematic process of developing knowledge, skills, and attitudes for current or future jobs. Training refers to seminars or workshops conducted for a private client, usually a corporation, specifically for a group of its employees. Most corporate training seminars are one or two days. Training is the systematic development of attitudes, knowledge and skills, behavioral pattern required by an individual in order to perform adequately a given task or job between actual and required human performance at work forms the basic of the need.

PERSONAL TRAINING

Process of training
Training needs identification and setting of objectives by the organization Planning, design and preparation of the training programmes against the objectives Pre-course identification of people with needs and completion of the preparation required by the training program Provision of the agreed training programmes Pre-course briefing meeting between learner and line manager Pre-course or start of program identification of learners' existing knowledge, skills and attitudes Interim validation as programme proceeds Assessment of terminal knowledge, skills, etc. , and completion of perceptions/change assessment Completion of end-of-programme reactionnaire Completion of end-of-programme Learning Questionnaire or Key Objectives Learning Questionnaire Completion of Action Plan Post-course debriefing meeting between learner and line manager Line manager observation of implementation progress Review meetings to discuss progress of implementation Final implementation review meeting what is training evaluation ? enumerate the process of evaluation of training effectiveness using kirk Patrick model. Most training takes place in an organizational setting, typically in support of skill and knowledge requirements originating in the workplace. This relationship between training and the workplace is illustrated in Figure 1.

The Structure of the Training Evaluation Problem

Using the diagram in Figure 1 as a structural framework, we can identify five basic points at which we might take measurements, conduct assessments, or reach judgments. These five points are indicated in the diagram by the numerals 1 through 5: Before Training During Training After Training or Before Entry (Reentry) In The Workplace Upon Exiting The Workplace The four elements of Kirkpatrick's framework, also shown in Figure 1, are defined below using Kirkpatrick's original definitions

The Kirkpatrick Model for Summative Evaluation

In 1975, Donald Kirkpatrick first presented a four-level model of evaluation that has become a classic in the industry: Level One: Reaction Level Two: Learning Level Three: Behavior Level Four: Results These levels can be applied to technology-based training as well as to more traditional forms of delivery. Modified labels and descriptions of these steps of summative evaluation follow.

Level One: Students' Reaction

In this first level or step, students are asked to evaluate the training after completing the program. These are sometimes called smile sheets or happy sheets because in their simplest form they measure how well students liked the training. However, this type of evaluation can reveal valuable data if the questions asked are more complex. For example, a survey similar to the one used in the formative evaluation also could be used with the full student population. This questionnaire moves beyond how well the students liked the training to questions about: The relevance of the objectives. The ability of the course to maintain interest. The amount and appropriateness of interactive exercises. The ease of navigation. The perceived value and transferability to the workplace. With technology-based training, the survey can be delivered and completed online, and then printed or e-mailed to a training manager. Because this type of evaluation is so easy and cheap to administer, it usually is conducted in most organizations.

Level Two: Learning Results

Level Two in the Kirkpatrick model measures learning results. In other words, did the students actually learn the knowledge, skills, and attitudes the program was supposed to teach? To show achievement, have students complete a pre-test and posttest, making sure that test items or questions are truly written to the learning objectives. By summarizing the scores of all students, trainers can accurately see the impact that the training intervention had. This type of evaluation is not as widely conducted as Level One, but is still very common.

Level Three: Behavior in the Workplace

Students typically score well on post-tests, but the real question is whether or not any of the new knowledge and skills are retained and transferred back on the job. Level Three evaluations attempt to answer whether or not students' behaviors actually change as a result of new learning. Ideally, this measurement is conducted three to six months after the training program. By allowing some time to pass, students have the opportunity to implement new skills and retention rates can be checked. Observation surveys are used, sometimes called behavioral scorecards. Surveys can be completed by the student, the student's supervisor, individuals who report directly to the student, and even the student's customers. For example, survey questions evaluating a sales training program might include: Did the representative open each customer dialogue with a product benefit statement, followed by a request to proceed? Was the representative able to analyze and describe to you the category of customers' objections as either valid, misinformation, or smokescreen? Did the representative use the appropriate model answer in response to each objection? Did the representative close each sales call with a request for purchase? If the prospect did not buy anything, did the representative end the call with specific future action steps? Did the representative complete call history records that include summaries of who, what, where, when, and why?

Level Four: Business Results

The fourth level in this model is to evaluate the business impact of the training program. The only scientific way to isolate training as a variable would be to isolate a representative control group within the larger student population, and then rollout the training program, complete the evaluation, and compare against a business evaluation of the non-trained group. Unfortunately, this is rarely done because of the difficulty of gathering the business data and the complexity of isolating the training intervention as a unique variable. However, even anecdotal data is worth capturing. Below are sample training programs and the type of business impact data that can be measured. Sales training. Measure change in sales volume, customer retention, length of sales cycle, profitability on each sale after the training program has been implemented. Technical training. Measure reduction in calls to the help desk; reduced time to complete reports, forms, or tasks; or improved use of software or systems. Quality training. Measure a reduction in number of defects. Safety training. Measure red uction in number or severity of accidents. Management training. Measure increase in engagement levels of direct-reports

Human resource planning is the process of determining future human resource needs relative to an organizations strategic plan and devising the steps necessary to meet those needs. It involves estimating the size and composition of the future work force, and helping the organization acquire the right number and the right kind of people when they are needed.

HUMAN RESOURCE PLANNING

Staffing
Though the term human resource management is frequently used for the managerial function of staffing, staffing is just a part of the HRM process and plays an important role. Staffing involves a set of activities aimed at attracting and selecting individuals for positions in a way that will facilitate the achievement of organizational goals. The two basic steps of staffing are recruitment and selection. The staffing process is a systematic attempt to implement the human resource plan by recruiting, evaluating and selecting qualified candidates for job positions in the organization. Recruitment involves finding and attempting to attract job candidates who are suitable for filling job vacancies. Job analysis, job description, and job specification are important tools in the recruitment process. Once suitable candidates are attracted to the job position, the management needs to find qualified people to fill the positions through the selection process. Several methods are used in selecting prospective candidates. These include preliminary screening, application blank, selection test, comprehensive interviews, etc.

Training and Development

Although organizations often recruit fully qualified individuals who require little or no training, training is usually undertaken for new recruits as well as for existing manpower, who require improved skills in order to advance in the organization. Employees at all levels managerial, technical and operative will require some training at some point of time in their careers. Although the objectives, methods, and course or program contents often differ, the basic principles of teaching/learning are the same. Training is formally defined as a planned effort to improve the performance of the employee in his area of work. In other words, training denotes efforts to increase employee skills in their jobs. For instance, employees might be instructed in new decision-making techniques or the capabilities of data processing systems. Development programs are designed to educate employees beyond the requirements of their present positions in order to prepare them for promotions. They also help them get accustomed to the organizational climate. Development is long-term in nature. It helps the employee fit into the organization. Thus, the processes of training and development aim at increasing the ability of individuals and groups to contribute to organizational effectiveness.

Performance Appraisal

Performance appraisal compares an individuals job performance against standards or objectives developed for the individuals position. The process of performance appraisal involves defining the expectations for employee performance, measuring, evaluating and recording employee performance against these expectations, and providing the employee with feedback regarding his performance. The major purpose of performance appraisal is to influence employee performance and development in a positive way. When the performance is high, the individual is likely to be rewarded (by a hike in pay or a promotion). If performance is low, some corrective action (such as additional training and development) might be arranged to make the performance meet the desired standards. Thus, effective performance appraisal as a control technique, requires standards, information and corrective action. Standards in performance evaluation are prior specifications of acceptable levels of job performance. Information must be available in order to measure the actual job performance against the standard job performance. Corrective action must be taken by managers to restore any imbalance between actual and standard job performance.

Compensation
Compensation consists of the wages paid directly to the employees for the amount of time worked or the number of units produced. It also includes the monetary and non-monetary benefits that an employee receives as part of his employment relationship with the organization. Wages paid for time worked (or number of units produced) are typically payments made in the form of cash and reflect direct work-related remuneration such as basic pay, merit increases, or bonuses. Benefits, on the other hand, are forms of supplementary non-monetary payments over and above the wages paid. They include various protection plans (such as employee insurance), services (such as company cafeteria), pay for time not worked (such as during vacations or sick leave), and income supplements (such as stock ownership plans). A sound compensation program enhances the organizations ability to attract and retain employees. The compensation program affects every member of the organization, and it is one of the most important and time-consuming tasks of the human resources department.

HRM INTRODUCTION
The most important resource of an organization is its human resources the people who work in the organization. People are vital for the effective operation of a company. To meet the challenges and competitive atmosphere of todays business environment, managers must recognize the potential of human resources, and then acquire, develop and retain these resources. This forms the basis of human resource management (HRM). HRM is the management of various activities that are designed to enhance the effectiveness of the manpower in an organization in the achievement of organizational goals. Acquiring skilled, talented, and motivated employees is an important part of HRM. Human resource management forms a crucial function in organizations of all sizes. Larger firms usually have a separate HRM department. Small organizations, however, cannot always afford to have a separate HRM department that can continually follow the performance of individuals in the organization and review their accomplishment of goals. Instead, in such organizations, each manager is responsible for utilizing the skills and talents of the employees under him, effectively. Traditionally, HRM departments had a relatively small role to play in the organizations overall mission and plans. They developed staffing plans, handled complaints, determined benefits and compensation, and conducted performance appraisal programs. These activities were, and still are, very important in managing an organization. However, today HRM departments are playing a more strategic role in charting the course of their firms. Changes in the environment, such as increasing costs, changing demographics and limited skilled labor supply, rapid technological changes and the need for new skills, have created a strategic need for HRM expertise. These changes have led to the acknowledgment that human resources need careful attention and are vital to the success of any business. In this chapter, we will first discuss HR planning. The other steps in the HRM process staffing, training and development, performance appraisal, and compensation will also be discussed. The later part of the chapter will discuss the two important

elements of staffing recruitment and selection. The chapter concludes with a description of the socialization process of new employees.

Human resource management: an overview

1. 2. 3. 4. 5. Human Resource Management (HRM) may be defined as the organized function of planning for human resource needs, and recruitment, selection, development, compensation and evaluation of performance to fill those needs. The HRM process is an ongoing function that aims to keep the organization supplied with the right people in the right positions, when they are needed. HRM includes five basic activities: human resource planning staffing training and development performance appraisal compensation 6. Define induction, describe the importance of induction from the point of views of an organization and anew recruit joining the job 7. Induction is a systematic process of familiarizing the new recruits to the organization functioning so that they become productive in the least possible time. Induction is the tool to orient the new recruits to various aspects of the organization and his /her job. The aim of the induction process is to help new employees make a smooth, positive adjustment to the workplace. Induction enables the new employee to gain familiarity with the work environment and to acquire a sense of belonging that will build a commitment to the organization. Recruitment is an expensive business. It takes time, money and effort to find the right people to join your team. What a pity it would be to jeopardise this by forgetting the importance of treating a new employee really well on joining you. Induction is the process, formal or informal that introduces newcomers to your organisation. Ideally it should take place as soon as possible after the new member has arrived. An effective induction process shortens the time it takes to get the new recruit up to speed. An induction process is not simply for new employees. The same benefits can be received by staff who have been promoted or transferred or those who have returned from a long period of absence. Furthermore you should be careful to include against long term temporary staff, who are entitled to the same training and development as permanent staff members. To not do so could harm your organisation and may be considered discriminatory. proper induction will give both the employees and the organisation the following benefits: 8. quickly assimilate the workplace culture, as well as their knowledge of the products/services provided by the organisation and the systems in place. This in turn boosts confidence and improves work quality and productivity, as well as helping to reduce incidences of early leaving, which can be extremely costly to the organisation. As induction involves other staff other than the inductee, the process can also be useful in developing the skills of existing staff. As well as these benefits induction can ensure that health and safety rules are properly disseminated to all staff and a good induction will help with an investment in People application. 9. A successful induction process has three Goals 10. Helps new employees settle in; Helps new employees understand their responsibilities and what is expected of them; Ensures the employer receives the benefit of the new employee as quickly as possible. 11. An induction process should have three themes running through it. It should be; 12. Flexible and interesting; Employee centred; Meets equal opportunities requirements.

13.
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Objectives of induction Training

15.
16. 17.

Despite its particular term, induction is simply another part of the training process that organisations invest in their staff. Like any form of training it should have the objective of developing the relevant skills, knowledge and behaviour of employees that their posts require. Such training should be SMART (Specific, Measurable, Action orientated, Relevant, Time bound)

Define training in an organization. Also explain the difference between training and education. Training is the teaching of vocational or practical and relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges or polytechnics. Today it is often referred to as professional development. Training is the The process of making proficient through instruction and hands-on practice in the operation of equipment, including respiratory protection equipment, that is expected to be used and in the performance of assigned duties. Training is the systematic development of attitudes, knowledge and skills, behaviors pattern required by an individual in order to perform adequately a given task or job between actual and required human performance at work forms the basis of the need.

18.
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Difference between training and education

Formal education is usually thought of studies done in schools. The students range from the very youngest through college to those in adult education. There is also informal education or self-study, where adults read books, listen to tapes and learn through other media. Observing life itself is a form of education. The objective of classes or of selfeducation is usually to gain knowledge about facts, events, principles, concepts, and such. In some classes the student is required to demonstrate the memorization of facts and the association between concepts. In other classes, they must apply rules to solve problems. Testing concerns memorization and understanding, plus perhaps analytic and problem solving skills. On the other hand, formal training is usually concerned with gaining a skill. Training is done in trade schools, seminars, and business training classes. Learners of training are usually adults, although there are some classes to teach youngsters certain skills. Informal training is usually done through reading, viewing or listening to how-to material. Sometimes that material is then used as a guide, while the person applies the skills learned. For example, you may refer to a how-to book when trying to fix your plumbing at home. Verification of skills is best achieved by actually doing something in the real world. Sometimes tests given in trade schools check for knowledge, as opposed to skill. Often in corporate training sessions and in seminars, there is no verification that the learner had achieved the desired skills. Education is for the rounding-out of the individual and the good of society; it is general, provides background, and increases understanding Training is for the good of (in the case of TWI) production - it is a way to solve production problems through people; it is specific and helps people to acquire skill through use of what they have learned

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In conclusion

Education concerns remembering facts and understanding concepts. It is usually taught in school, although selfstudy is possible. Training concerns gaining skills and taught either in trade schools or business training sessions.

23. 24.

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What is an industrial dispute, give out the causes and consequences of an industrial disputes. Answer:An industrial dispute refers to any disagreement in industrial relations which may be in the form of a strike and or other forms of industrial action between employers and employees. Industrial disputes are costly and damaging to companies and employees alike. Ideally, an organizations culture and procedures should seek to avoid or resolve any potential conflict. However, it's not always possible to prevent industrial disputes from arising. Collection of statistics on disputes which involve stoppages of ten working days or more. The statistics are compiled mainly from data obtained from employers on the nature and extent of the dispute. Once all disputes for a month are identified, additional information on the nature and extent of each dispute is obtained through a mail-out/mail-back collection, usually to employers, on the nature and extent of the dispute. Some data, e. g. working days lost in a particular strike, may be imputed. Due to the imputation procedures and the limitations on identification of disputes, the statistics should not be regarded as an exact measure of the extent of industrial disputation. Cause of dispute Usually industrial dispute is due to mental unrest or discount in the workers. This unrest is psychological fact but it also has social political and economics aspects. Briefly the causes of industrial disputes, in India may be classifies as follows Low wages Unsatisfactory working conditions Demand for leave with pay Demand for adequate bonus Non recognition of trade unions Retrenchment due to sophisticated machinery Resistance to misconduct of officers Misconduct of intermediaries statistics relate to the reported main cause of stoppage of work and not necessarily all causes that may have been responsible for the stoppage of work. For these reasons, the statistics do not reflect the relative importance of all causes of disputes as perceived by both employers and employees. The causes are classified from information supplied by employers and according to standards determined by the International Labour Organisation. Disputes are initially classified according to whether a dispute occurred during a process of workplace/enterprise bargaining. A process of workplace/enterprise bargaining refers to the negotiations that take place between an employer and their employees (or their representatives), in reaching an agreement over pay and employment conditions. Disputes not related to a process of workplace/enterprise bargaining include disputes relating to award negotiations and disputes relating to the content or application of an existing agreement (and do not seek to amend or terminate the agreement). Disputes are then further classified according to the main cause of the dispute. The classifications for Enterprise Bargaining (EB) related disputes are Remuneration; Employment conditions and Other EB related. The classifications for Non-Enterprise Bargaining (Non-EB) related disputes are Remuneration; Employment conditions; Health and safety; Job security; Managerial policy; Union issues and Other non-EB related. Consequences of an industrial dispute The important consequences of industrial disputes inj India are the following Unrest As we have already mentioned industrial conflicts and disputes lead to widespread unrest in social life and also distribution of political harmony and peace Economics loss the industrial disputes most obviously injure the economics interest of both employees and employers. This effect is direct and palpable, but indirectly and in a subtle way these also prove economically harmful to nation as a whole. Everyone ultimately is affected. Hardship of workers: The majority of workers in India not earn enough to be able to save for rainy day. They live hands to mouth, existence if not worse. Therefore strikes and lockouts put unbearable burden to them and they are reduced to the levels of beggars Threat to social security and public peace. If industrial disputes spread in an epidemic form they pose to threat to public peace. ECNOMICS DEPRESSION THE INDUSTRIAL DISPUTES MOST OBVISOULY ARE NOIT ONLY HARMFUL TO THE INDUSTRY INVOLVED BUT LEAD TO ALL AROUND ECNOMICS DESPRESSION. ACLOSURE OF ONE INDUSTRY ALEADS TO THE REDUCTION OF DEMAND OF GOODSS OF OTHER INDUSTRIES OR TRADES. FOR EXAMPLE CLOSURE OF TECTILE INDUSTRY WOULD LEAD TO DRASTIC REDUCTION IN THE DEMAND OF COTTON what is an automation? What are the steps involved in process of automation Answer: Automation (ancient Greek: = self dictated) or industrial automation is the use of computers to control industrial machinery and processes, replacing human operators. It is a step beyond mechanization, where human operators are provided with machinery to help them in their jobs. The most visible part of automation can be said to be industrial robotics.... The implementation of processes by automatic means; the theory, art or technique of making a process more automatic; the investigation, design, development and application of methods for rendering processes automatic, self-moving or self-controlling; the conversion of a procedure, a process or equipment to automatic operation. the act of implementing the control of equipment with advanced technology; usually involving electronic hardware; "automation replaces human workers by machines" the condition of being automatically operated or controlled; "automation increases productivity" equipment used to achieve automatic control or operation; "this factory floor is a showcase for automation and robotic equipment" Advantage of automation Absolute control of speed and position Repeatability of moves Coordinating multiple piece moves Offline editing and simulation Moving pieces in complicated paths Reduced manual handling Repeating moves indefinitely Automatic safety checking Improved efficiency Safe movement of a single piece controlled Steps involved in process of automation Selection of automation machine First of all for automation we have to select these machines, which are self regulated, and the finished or semi-finished product should be passed out or to next machine without the touch of hand. For example there are machines into which you put a coin and coke bottle or ticket pops out. If the product is in semi-finished stage the next machines lifts it all by itself and does the next process on it. The entire product may be finished by a single machine or may require dozen of , mor for the purpose. Control of quality After the selection of machine the next step is to decide what product is to be manufactured and what form. Once this is determined the machine is accordingly fitted and the product of uniform quality is produced. Use of computer In earlier technology the automatic machines were looked after by men but now even the control and computers do operation of machines. write a synopsis on the impact of industrialization upon various aspects of society Answer: the important consequences of industrialization in India are as follows Urbanization As a consequences of industrialization the population in the cities has gone up Impact on urbanization The process of industrialization increases the urban population. It is an impact of industrialization that there is progressive rise in the population of cities in India The following are some of the important social influence of urbanization Decline of sociality Decline of social control Decline in family control Decline in the influence of religion Change in the institution of marriage Change in institution of family Change in the condition of women Increase of male ratio Commercializes entertainment House shortage Growth of slums The economics consequences of industrialization The following are the important consequences in the economics field of industrialization in India Growth of capitalization Vast production of steel cement, jute, sugar ext. with this avst production India was self sufficient and start even export Growth of trade Division of labour and specialization Economics crisis and unemployment Industrial disputes and accidents Problem of workers Spread of socialism and individualism Class conflict Decline of rural industry

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INDUSTRIAL DISPUTE

what is and industrial sociology? And what is its scope, also narrate value of industrial sociology in India. Answer: Industrial sociology (also known as sociology of industrial relations or sociology of work) is the study of the interaction of people within industry it includes the study of boss-subordinate, inter-departmental, and management trade-union relationships. Moreover, on a macrosociological scale, it is the study of the impact of industrialization on whole societies. Insustrial sociology is a field of applied sociology, and has grown mainly out of interests in such issues as productivity, motivation, and unionization. Socialagy is astudy of the human race that deals with social releationships and the effect of external factors like geographical location, education levels, types of the jobs and industrial does and so on, SCOPE: Industrial sociology attempts to fuse the concept of sociology with the social relationship that exit in the work organization and includes those economic organizations whose sole aim in the provision of goods and services. It took quite some time after the birth of sociology for the sub-specialization of industrial sociology to define involved in the economic organization and the effect of the growth, and spread of industry, on the change of social structure.

INDUSTRIAL SOCIOLOGY

Value of industrial sociology in India

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India experienced industrial revolution nearly a century after the west. Knowledge of the labour class: problem of urbanization the labour class has its peculiar status, role and problems. in urban society these must be understood and solved. This requires knowledge of industrial society. labour welfare: labour welfare and labour legislation requires and understanding of the condition of the industry and labour. The present day industrial society requires labour welfare, which presupposes scientific knowledge in this area. Problems of urbanization: Urbanization is the process in which the number of people living in cities increases compared with the number of people living in rural areas. A country is considered to be urbanized when over 50% of its population lives in urban places. Because of urbanization in india started creating problems of houses, over-crowding, high cost of living, unsanitary living conditions and slums. Solution of the problems of industrialization: industrialization is closely connected to urban problems. The study of industrial society is a necessary prelude to the solution of the problems of industrialization. Division of labour: when one observes the present changes in society, the re-valuation and re-organization of the division of labour is necessary for harmony between different classes. in India division of labour has been rationally based upon cast. Help in family re-organization: industrial sociology particularly studies urban and industrial families. It requires into causes of their disorganization and suggests remedies. Therefore in India industrial sociology may help in preventing further disorganization of urban and industrial families. Economic progress: in India today, one hears slogans about removing poverty throughout the land. This requires industrial progress even more than progress in the field of agriculture. Social welfare: the modern state is a welfare state. The poor and the degraded, since these section are unable to realize their welfare. The social welfare requires direction from industrial sociology. Development of labour organization: a remedy to industrial dispute is the development of industrial organization. In India labour unions are more involved in playing political games than labour welfare. Help in rationalization: being backward, from the scientific and industrial viewpoint, India lags in rationalization of its industries. with the progress of education among capitalization employers and the intervention by the government, efforts are now being made for more and more rationalization in industries. this helped by industrial sociology. Aid to pragmatic industrial policy: it has been a commonly held precept that when some private companies fail to solve their internal dispute, one of the remedies is the nationalization of the sick industries. Aid to industrial management: success in the industry depends upon industrial management. Efficiency of industrial management depends upon the practice of scientific laws of industrial management. Therefore industrial mangers require training in industrial sociology. This is particularly relevant today in India. Solution of the problems of automation: with the setting up of the large-scale industries in India, automation is increasing. This has increased unemployment; through on the other hand it has increased profit of the industries. Betterment of employer-employee relationship: industrial peace and progress depends upon harmonious relationships between the employer and the employee. use in labour legislation

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Employment

INDUSTRIAL SOCIOLOGY TERMINOLOGY

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Employment is a contract between two parties, one being the employer and the other being the employee. In a commercial setting, the employer conceives of a productive activity, generally with the intention of creating profits, and the employee contributes labour to the enterprise, usually in return for payment of wages. Employment is the entire service of an individual performed for some kind of wage, under any type of contract. The law presumes that a workers services are employment unless the employer can prove that the workers services are exempt. Employment data represent the number of workers on the payroll during the pay period including the 12th day of the month. The pay period varies in length from employer to employer; for most employers, it is a 7-day period but not necessarily a calendar week. An employer who pays on more than one basis (such as weekly for production employees and semimonthly for office employees) reports the sum of the number of workers on each type of payroll for the period. Any service, unless specifically excluded, performed for compensation under a contract of hire whether the contract is express or implied, written or oral, and without regard to whether the service is performed on a part-time, full time or casual basis.

Contract work

This is work that is done for a specific period of time and a contract is drawn between the employer and the worker. The contract work does not include benefits Contract work could be the career 'make over' that you're looking for without completely cutting your ties with the corporate world. Contract work means that you can enjoy the best of both worlds. By being your own boss while still working on projects on-site - or having the choice of working from home. Contract work has proven to be a viable career option for many, but before leaving our life as an employee behind, there are a number of issues to be taken onboard and thought through carefully. Firstly, it's important to assess our skills to determine whether they are transferable to a career as an independent contractor. Secondly, thoroughly analyze the market demand for the type of service we plan to offer - think also about supply and demand in that market. Highly competitive markets can make it harder to gain a foot hold and win business in the early stages. In the final analysis, effective networking and your track record and proven expertise in the field

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are major factors in establishing our consulting career. Some popular areas for independent contractors include: programming web development web design graphic design management consulting marketing consulting

Maladjusted workers

Workers with nervous temperaments tend to get maladjusted because normalcy of personality is an essential condition of proper adjustment. Maladjusted of the worker can either be mild or serious. And their symptoms Jealousy Self-pity Cheerless bearing Lack of co-operation Fault finding Strong emotions Conflict with colleagues Abnormal desire to attract attention A worker with this problem is jealous of the other workers over very minor issues and at times believes that he himself is a victim of others enmity. he does not cooperate with others and is constantly engaged in finding fault with the management and with his colleague. In attaining his own interests he plays no attention to the propriety or impropriety of means, and fights with others to gain advantage. He wants to attract the attention of other persons towards himself, and is not bothered about the propriety of the means he adopts for this purpose.

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Palekar tribunal

The central government had appointed two tribunals under the provisions of the working journalists and other newspaper employees and miscellaneous provisions act 1955. The function of the tribunals was to recommend rates of the wages in respect of working journalists and non journalists newspaper employees in Feb. 1979 headed by D. G palekar retired judge of the supreme court. The tribunals submitted their recommendations to the government on 13 august 1980. The government had accepted the recommendations of the tribunal except those relating to the dearness allowance. The government published a formula with minor modifications and order to this effect. The government after giving the opportunities to everyone concerned to present their opinion finally modified the dearness allowances formula recommended by the tribunals. Orders notifying the revised rates of the dearness allowances were published in the gazette of Indian extraordinary of 20 July 1981.