humanresourcemanagement 121110122521-phpapp01
TRANSCRIPT
![Page 1: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/1.jpg)
HUMAN RESOURCE MANAGEMENTA QUICK REVISION FOR NET/GSET EXAMINATIONS
Anuj Bhatia [BBA, M.Com, Ph.d (pur), UGC NET, GSET]Shah Tuition ClassesContact: [email protected], 9898251471
![Page 2: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/2.jpg)
CONCEPT OF HRM• Human Resource- “the total knowledge, skills,
creative abilities, talents and aptitudes of an organization's workforce, as well as the value, attitude and beliefs of the individual involved”
• Human Resource Management- “ HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organisation, individual and society.” 2
![Page 3: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/3.jpg)
FUNCTIONS OF HRM
1. Managerial Functionsi. Planning ii. Organizingiii. Directingiv. Controlling
3
![Page 4: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/4.jpg)
2. Operative Functions1. Employment
1. Job Analysis2. Human Resource Planning3. Recruitment4. Selection5. Placement6. Induction and Orientation
2. Human Resource Development1. Performance Appraisal2. Training3. Management Development4. Career Planning and Development5. Internal Mobility6. Transfer7. Promotion8. Demotion9. Retention and Retrenchment10. Change and Organisational Development
4
![Page 5: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/5.jpg)
3. Compensation1. Job Evaluation2. Wage and salary administration3. Incentives4. Bonus5. Fringe benefits6. Social security Measures
4. Human Relations5. Industrial Relations
5
![Page 6: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/6.jpg)
ROLE OF HRM HR in the nations well-being Man vis-à-vis Machine HRM and General Management HR system is a central Sub-system
Social Significance Professional Significance Significance for Individual enterprise
6
![Page 7: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/7.jpg)
7
![Page 8: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/8.jpg)
8
![Page 9: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/9.jpg)
ANSWER: (D) All Employees
9
![Page 10: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/10.jpg)
10
![Page 11: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/11.jpg)
ANS: (A) Development Function
11
![Page 12: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/12.jpg)
12
![Page 13: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/13.jpg)
ANS: (C) Procurement
13
![Page 14: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/14.jpg)
14
![Page 15: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/15.jpg)
ANSWER: (A) Development
15
![Page 16: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/16.jpg)
HUMAN RESOURCE PLANNING• HRP means deciding the number and types
of HR required for each job, unit and the total company for a particular future date in order to carry out organizational activities.
• Coleman defines HRP as “ the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organisation.”
16
![Page 17: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/17.jpg)
BENEFITS OF HRP• Checks the corporate plan of the organization• Offsets uncertainty and change• Provides scope for advancement through training
and development• Anticipate the cost of HR and formulation of
Budgets• To plan for physical facilities, working conditions
etc• Development of HR to meet organizational needs• To meet the HR requirements in case of high
turnover• Needed to identify the areas of surplus personnel17
![Page 18: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/18.jpg)
FACTORS AFFECTING HRP
Government policies Economic development
and supply of HRs Business Environment Information
Technology Levels of Technology Natural Factors International Factors
Company’s strategies HR policy of the
company Formal and Informal
Groups Job Analysis Time Horizons Type and Quality of
Information Companies production
and operation policy Trade Unions
External Factors Internal Factors
18
![Page 19: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/19.jpg)
PROCESS OF HRP1. Deciding the objectives2. Estimating future organizational structure
and manpower requirements3. Auditing HR4. Planning job requirements and job
descriptions5. Developing a HRP
19
![Page 20: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/20.jpg)
JOB ANALYSIS• JA is a procedure by which pertinent information is
obtained about a job, i.e., it is a detailed and systematic study of information relating to the operations and responsibilities of a specific job.
• Contents of JA:• Job identification• Significant characteristics of a job• What the typical worker does• Which equipment and materials a worker uses• How a job is performed• Required personnel attributes
20
![Page 21: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/21.jpg)
JOB DESCRIPTION• JD describes ‘jobs’ and not ‘job holders.’• JD is a descriptive document• It contains statement of JA• Provides organizational and functional
information.• It defines the scope of job activities, major
responsibilities, and positioning of the job in the organisation.
• It must provide worker and supervisor with a clear idea of what the work must do to meet the demands of the job.
21
![Page 22: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/22.jpg)
Contents of a JD:1. Job identification or organizational position2. Job summary3. Job duties and responsibilities4. Relation to other5. Supervision6. Machine, tools and equipment7. Working conditions8. Hazards
22
![Page 23: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/23.jpg)
JOB SPECIFICATION• “what traits and experiences are required to the
job well?”• JS tells what kind of person to recruit and for what
qualities that person should be tested.• JS translates the JD in terms of the human
qualifications which are required for a successful performance of a job.
• These Specifications are related to:– Physical characteristics– Psychological characteristics– Personal characterizes or traits– Responsibilities– Other features of Demographic nature
23
![Page 24: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/24.jpg)
24
![Page 25: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/25.jpg)
25
![Page 26: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/26.jpg)
ANSWER- (A) ORGANISATIONAL CHART
26
![Page 27: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/27.jpg)
RECRUITMENT• Flippo – “ Recruitment is the process of searching
for prospective employees and stimulating them to apply for jobs in the organisation.”
• Objectives:– To attract people with multidimensional skills and
experiences– To infuse fresh blood in the organisation– To attract competent people– To search for talent globally– To anticipate and find people for positions that do not
exists
27
![Page 28: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/28.jpg)
SOURCES OF RECRUITMENTTRADITIONAL SOURCES
Present employees Retrenched or Retired
employees Dependents of
Deceased, Disabled, Retired and present employees
• Campus recruitment• Private Employment
Agencies/ Consultants• Public employment
exchange• Professional
associations• Data Banks• Casual Applicants• Similar Org./Competitors• Trade Unions
Internal External
28
![Page 29: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/29.jpg)
MODERN SOURCES
Employee Referrals Walk-in Consult in Head Hunting Body Shopping M & A Tele- Recruitment Outsourcing
Internal External
29
![Page 30: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/30.jpg)
FACTORS AFFECTING RECRUITMENT
• Companies pay packages• Quality of work life• Organization culture• Career planning and
Growth• Company’s size• Companies Products/
Services• Location• Companies Growth Rate• Role of Trade Union• Cost of Recruitment• Companies name and fame
• Socio-economic Factors• Supply and Demand
Factors• Employment rate• Labour Market
Conditions• Political, Legal and Govt.
Factors• Information System like
Employment Exchanges/ Tele-Recruitment like internet
Internal Factors External Factors
30
![Page 31: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/31.jpg)
SELECTION
The function of selecting the right employees at right time
To choose the individual who can most successfully perform the job from the pool of qualified candidates.
JA, HRP and Recruitment are necessary prerequisites of selection.
31
![Page 32: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/32.jpg)
PROCESS OF SELECTION1. Job Analysis2. Recruitment3. Application Blank4. Written Examination5. Preliminary Interview6. Business Games7. Tests8. Final Interview9. Medical Examination10. Reference Checks11. Line Managers Decisions12. Job offer13. Employment 32
![Page 33: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/33.jpg)
TYPES OF TESTS• Aptitude Test
– Intelligence test– Emotional Quotient– Skill Tests– Mechanical aptitude– Psychomotor test– Clerical Aptitude Test
• Achievement Test– Job Knowledge Test– Work Sample Test
33
![Page 34: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/34.jpg)
• Situational Tests– Group Discussion– In Basket
• Interest Test• Personality Test
– Objective test– Projective test
• Other Tests– Cognitive Ability Test– Wechsler Adult Intelligence Scale– Wonderlic Personal Tests– Polygraph Tests– Honesty Tests
34
![Page 35: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/35.jpg)
INDUCTION• Induction is the process of receiving and welcoming
the employee when he firsts joins the company and giving him basic information he needs to settle down quickly and happily and start work.
• Lecture, Handbook, film , group seminar, are used to impart information to the new employees about the environment of the job and the organisation in order to make the new employee acquaint himself with the following heads:– About the Company– About the Department– About the superiors and subordinates
35
![Page 36: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/36.jpg)
36
![Page 37: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/37.jpg)
37
![Page 38: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/38.jpg)
Answer – (c) Reduction of workforce
38
![Page 39: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/39.jpg)
39
![Page 40: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/40.jpg)
ANSWER- (A) - (IV), (II),(I),(III)
40
![Page 41: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/41.jpg)
41
![Page 42: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/42.jpg)
ANSWER- (A) ELIMINATION
42
![Page 43: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/43.jpg)
43
![Page 44: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/44.jpg)
ANSWER- (B) APPLICATION BLANK
44
![Page 45: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/45.jpg)
45
![Page 46: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/46.jpg)
ANSWER- (B) EMPLOYEE ORIENTATION
46
![Page 47: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/47.jpg)
47
![Page 48: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/48.jpg)
ANSWER- (D) INTRODUCTION
48
![Page 49: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/49.jpg)
49
![Page 50: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/50.jpg)
ANSWER – (B) ORIENTATION
50
![Page 51: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/51.jpg)
TRAINING• After Selection and Induction, training must be
provided to adjust to the job• It is the act of increasing the knowledge and skill
of an employee for doing a particular job.• It is an organised procedure by which people learn
knowledge and/ or skill for a definite purpose.• Training refers to teaching and learning activities
carried o the primary purpose of helping members of an organisation to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job or organisation.
51
![Page 52: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/52.jpg)
TRAINING METHODS
Job rotation Coaching Job instruction Training through
step-by-step Committee
assignments Internships
Vestibule Training Role Playing Lecture Methods Conference or
Discussion Programmed
instruction
On-the-job Methods Off-the-job Methods
52
![Page 53: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/53.jpg)
ADVANTAGES OF TRAINING Increased Productivity Heightened Morale Reduced Supervision Reduced Accidents Increased Organisational Stability
53
![Page 54: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/54.jpg)
MANAGEMENT DEVELOPMENT Systematic process of growth and
development by which the managers develop their abilities to manage.
Concerned with improving the performance of managers by giving them opportunities of growth and development, which in turn depends on organisation structure of the company.
54
![Page 55: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/55.jpg)
METHODS OF MANAGEMENT DEVELOPMENT
Coaching Job Rotation Under Study Multiple Management
The Case study Incident Method Role Playing In Basket method Business game Sensitivity training Simulation Grid training Conferences Lectures Behaviour Modeling
On-the job techniques Off-the-job techniques
55
![Page 56: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/56.jpg)
56
![Page 57: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/57.jpg)
57
![Page 58: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/58.jpg)
ANSWER (C) I CORRECT, II INCORRECT
58
![Page 59: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/59.jpg)
59
![Page 60: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/60.jpg)
ANSWER (A) 1,2,3
60
![Page 61: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/61.jpg)
61
![Page 62: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/62.jpg)
ANSWER (C) VESTIBULE
62
![Page 63: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/63.jpg)
SUCCESSION PLANNING SP is to identify, develop and make the people
ready to occupy higher level jobs as and when they fall vacant.
Succession mat be from internal or external employees.
Organizations appraise employee potentialities, identify training gaps for future vacancies, develop them for higher and varied jobs.
The Scope of succession plan would be more when the organizations grow steadily and employees have potentialities to take up higher responsibilities.
63
![Page 64: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/64.jpg)
64
![Page 65: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/65.jpg)
65
![Page 66: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/66.jpg)
ANSWER (A) SUCCESSION PLANNING
66
![Page 67: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/67.jpg)
WAGE AND SALARY ADMINISTRATION Wage- the remuneration paid by the
employer for the services of hourly, daily, weekly and fortnightly employees.
Salary- The term salary is defined as the remuneration paid to the clerical and managerial personnel employed on the monthly or annual basis.
Incentive wage- the amount of remuneration paid to a worker over and above the normal wage as an incentive for employees contribution to the increased production or savings in time or material.
67
![Page 68: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/68.jpg)
OBJECTIVES OF WAGES AND SALARY ADMINISTRATION To acquire qualified competent
personnel To retain the present employees To secure internal and external equity To ensure desired behaviour To keep labour and administration cost
at minimum To facilitate pay roll To simplify collective bargaining To promote organisation 68
![Page 69: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/69.jpg)
FACTORS AFFECTING WAGES/SALARY LEVEL Remuneration in comparable industries Firms ability to pay Cost of Living Productivity Union Pressure and Strategies Government Legislations
69
![Page 70: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/70.jpg)
TYPE OF WAGES Time Wage- workers are paid according to the
work done during a certain period of time, at the rate of so much per hour, per day, per week, per month or any fixed period of time.
Piece Wage- Workers are paid according to the amount of work done or the numbers of units completed, the rate of each unit being settled in advance, irrespective of the time taken to do the task.
Balanced or Debt Method- Combination of time and piece method. 70
![Page 71: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/71.jpg)
INCENTIVES Incentive scheme is a plan or programe to
motivate individual and group performance. It can be monetary as well as non-monetary Factors Affecting Incentives are:
The individual and the incentives The work situation
It Increacses the motivation in a person
71
![Page 72: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/72.jpg)
FRINGE BENEFITS Also known as:
Welfare Expenses Wage Supplements Subwages Social Charges Perquisites other than wages Transparency Incentives Extra Wages Hidden Pay roll Non-Wage Labour Costs
72
![Page 73: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/73.jpg)
Meaning- Supplements to wages received by workers at a cost
to employers. The term encompasses a number of benefits- paid
vacations, pension, health and insurance plans etc. Cockman – “those benefits which are supplied by
an employer to or for the benefits of an employee, and which are not in the form of wages, salaries and time-rated payments.”
73
![Page 74: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/74.jpg)
Features In addition to wage and salary To stimulate their work and increase productivity Fringe benefits represents a labour cost for employer,
it is an expenditure which he incurs on supplementing the average money rates due to his employees.
It is never a direct reward geared to the output, effort or merit of an employee.
It should be intended by an employer as a benefit desired by his staff.
74
![Page 75: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/75.jpg)
75
![Page 76: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/76.jpg)
76
![Page 77: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/77.jpg)
ANSWER (C) I CORRECT, II INCORRECT
77
![Page 78: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/78.jpg)
MORALE A state of mind of a willingness to work which
in turn affects individuals and organizational objectives.
Importance: Sound superior-subordinate relations High employee satisfaction Reduce employee grievances Avoidance of Industrial Disputes Build teams and maximize contribution
78
![Page 79: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/79.jpg)
Morale results in: High commitment Low turnover Increase in disciplene Reduction in conflicts Increase in employee pride Team building Employee empowerment Easy implementation of ERP
79
![Page 80: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/80.jpg)
MEASUREMENT OF MORALE Observations Attitude surveys
Interview method Questionnaire method
Company records and Reports
80
![Page 81: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/81.jpg)
IMPROVING MORALE It is essential to change the policy or to
correct it immediately. Misconceptions should be removed, and the
correct position should be explained to the employees.
A reasonable attempt should be made to educate and convince the employees.
81
![Page 82: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/82.jpg)
82
![Page 83: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/83.jpg)
83
![Page 84: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/84.jpg)
ANSWER (A) PRODUCTIVITY
84
![Page 85: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/85.jpg)
PERFORMANCE APPRAISAL PA is the process of evaluating the
performance of a job in terms of its requirements.
Process of judging the value, excellence, qualities or status of some object, person or a thing.
Process of evaluating the performance of an employee ad communicating the results of the evaluation to him for the purpose of rewarding or developing the employee.
85
![Page 86: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/86.jpg)
OBJECTIVES OF PA Setting targets and goals as performance
standards. Evaluating employee performance. Identifying training and development needs. Rewarding performance. Improving performance.
86
![Page 87: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/87.jpg)
PROCESS OF PA Establish performance standards Communicate performance expectations to
employees Measure actual performance Compare actual performance with standards Discuss the appraisal with the employee If necessary, initiate corrective action
87
![Page 88: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/88.jpg)
METHODS OF PA
Ranking Method Paired Comparison Grading Graphic rating Method Forced choice Method Forced Distribution
Method Check lists Essay Method Critical Incidents Field Review Method Group Appraisal
Assessment Centre MBO BARS Human Resource
Accounting Method 360 Degree Appraisal
Traditional Methods Modern Methods
88
![Page 89: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/89.jpg)
89
![Page 90: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/90.jpg)
90
![Page 91: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/91.jpg)
ANSWER (A) 360 DEGREE APPRAISAL
91
![Page 92: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/92.jpg)
92
![Page 93: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/93.jpg)
ANSWER (D) PERFORMANCE STANDARDS
93
![Page 94: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/94.jpg)
94
![Page 95: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/95.jpg)
ANSWER (C) MANAGEMENT BY OBJECTIVES
95
![Page 96: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/96.jpg)
96
![Page 97: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/97.jpg)
ANSWER (A) 360 DEGREE APPRAISAL
97
![Page 98: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/98.jpg)
98
![Page 99: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/99.jpg)
ANSWER (C) MBO
99
![Page 100: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/100.jpg)
100
![Page 101: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/101.jpg)
ANSWER (A) PERFORMANCE APPRAISAL
101
![Page 102: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/102.jpg)
102
![Page 103: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/103.jpg)
ANSWER (D) I, II, III, IV
103
![Page 104: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/104.jpg)
JOB EVALUATION JE is an attempt to determine and compare
demands which the normal performance of a particular job makes on normal workers without taking into account the individual abilities or performance of the workers concerned.
It is a process of determining the relative worth of jobs, ranking and grading them by compounding the duties, responsibilities, requirements like skill, knowledge of a job with other jobs with a view to fix compensation payable to the concerned job holder
104
![Page 105: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/105.jpg)
OBJECTIVES OF JE To gather data and information relating to JD and
JS. To compare the duties, responsibilities and
demands of a job with that of other jobs. To determine hierarchy and place of various jobs
in a organisation To determine ranks or grades of various jobs To ensure Fair and Equitable wages To minimize discrimination
105
![Page 106: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/106.jpg)
PROCESS OF JE
1. Analyze and Prepare JD2. Select and prepare a JE plan3. Classify jobs4. Install the Programme5. Maintain the Programme
106
![Page 107: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/107.jpg)
107
![Page 108: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/108.jpg)
108
![Page 109: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/109.jpg)
Answer – (B) which are most important for survival of organisation
109
![Page 110: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/110.jpg)
110
![Page 111: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/111.jpg)
ANSWER (C) WAGE FIXATION
111
![Page 112: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/112.jpg)
INDUSTRIAL RELATIONS IR is used to denote the collective relationship
between management, employees and Government in any form of industrial or non-industrial organisation.
IR deals with either the relationship between the state and employers and workers of organization or the relationship between the occupational organizations themselves.
112
![Page 113: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/113.jpg)
SIGNIFICANCE OF IR To help in economic progress of a country Establising and maintaining true industrial
democracy Formulation of informed laboyr relations policies Encourage collective bargaining Help govt. in making laws Boost Discipline and Morale of workers
113
![Page 114: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/114.jpg)
CONDITIONS FOR GOOD IR1. History of IR2. Economic satisfaction of workers3. Social and Psychological satisfaction of workers4. Off-the-job conditions of workers5. Role of Labour Unions6. Negotiating skills and attitude of mgt. and
workers7. Public policy and legislation8. Eduaction of workers9. Natue of industry and business cycles10. Systematic data base
114
![Page 115: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/115.jpg)
CAUSES OF POOR IR Uninteresting nature of Work Political nature of Unions Poor Wages Occupational instability Poor behaviour climate
115
![Page 116: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/116.jpg)
EFFECTS OF POOR IR Multiplier Effect (losses) Fall in normal tempo Resistance to Change Frustration and Social Cost
116
![Page 117: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/117.jpg)
SUGGESTIONS TO IMPROVE IR Both mgt. and unions should develop
constructive attitudes towards each other All basic policies and procedures relating to
IR should be clear to everybody in the org. and union leaders.
The HR manager should remove distrust by convicing the unions
The HR manager should not vie with the union to gain workers loyalty.
Mgt. should encourage the right kind of Union leadership
Agreement should be properly Administered.117
![Page 118: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/118.jpg)
INDUSTRIAL DISPUTES According to Sec. 2(k) of the Industrial
Dispute Act, an ID means any dispute or difference between employers and employers, or between employers and workman, or between workman and workman, which is connected with the employment or non-employment of the terms of employment or with the conditions of labour, of any person.
118
![Page 119: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/119.jpg)
FORMS OF DISPUTES Strike
Stay-in strike, sit-down strike, pen-down strike or tool down strike
Go slow Hunger Strike Lightening/Wild Cat Strike Work-to-rule
Lock out Gherao
119
![Page 120: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/120.jpg)
METHOD FOR PREVENTION OF ID Collective Bargaining Code of Discipline Arbitration Permanent Negotiating Machinery and Joint
Consultative Machinery Tripartite Bodies
120
![Page 121: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/121.jpg)
TRADE UNIONS A TU means an association of workers in in one or
more occupations- an association carried on mainly for the purpose of protecting and advancing the members economic interest in connection with daily work.
TU is an association of employees designed primarily to maintain or improve the condition of employment of its members.
121
![Page 122: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/122.jpg)
NEED FOR TU To oppose mgt. To participate in union activities To excersise leadership To fall in line with others To get employment
122
![Page 123: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/123.jpg)
OBJECTIVES OF TU To defend or improve the wages or working
conditions of workers and to bring a change in economic order
To overthrow capitalism and to bring about a revolutionary and fundamental change in political order.
To replace managerial dictatorship by workers democracy and to bring about a change in the social order.
123
![Page 124: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/124.jpg)
124
![Page 125: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/125.jpg)
ANSWER – ELTON MAYO
125
![Page 126: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/126.jpg)
EMPLOYEES HEALTH AND SAFETY Industrial Accidents
An Occurrence which interrupts or interferes with the orderly progress of work in an industrial establishment
Factories Act, 1948 defines it as “an occurrence in an industrial establishment causing bodily injury to a person which makes him unfit to resume his duties in the next 48 hours.”
126
![Page 127: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/127.jpg)
CAUSES OF INDUSTRIAL ACCIDENTS1. Unsafe Conditions/ Work Related Causes
1. Improperly guarded equipment2. Defective equipment3. Hazardous arrangement or procedure in and or
around, machines or equipment.4. Unsafe storage, congestion, overloading.5. Inadequate safety devices6. Faulty lay-out, bad location7. Insufficient light8. Improper ventilation9. Other work related Causes:
1. The Job Itself2. Work schedules, accidents increase late in the day3. Psychological climate of work place
127
![Page 128: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/128.jpg)
Unsafe Acts Operating without authority No warning of possible danger No safe attire or protective equipment Throwing materials on floor carelessly Operating or working at unsafe levels of speed Making safety devices inoperative Using unsafe equipments Using equipments unsafely Lifting improperly Taking unsafe positions
128
![Page 129: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/129.jpg)
Other Causes Unsafe situation Unsafe climatic conditions\bad working conditions Rough and slippery floors Excessive glares Heat Humidity Dust and Fume laden environment Long working hours Unsatisfactory behaviour of supervisors
129
![Page 130: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/130.jpg)
EMPLOYEE SAFETY Every org. should have a safety policy Safety policy depends upon:
Size of the company The number of plants it operates Nature of industry Production technology Attitude of top management
After formulating policy, a company should establish a safety programme, to reduce the number of hazardous factors which are likely to cause accidents, and to develop safe working habits among its employees.
130
![Page 131: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/131.jpg)
SAFETY COMMITTEE Appraisal of employee attitude to safety
programmes. Safety engineering
The adoption of proper engineering procedures to minimize and, if possible, eliminate work hazards is fundamental to any organised safety programme.
Safety education and training
131
![Page 132: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/132.jpg)
SAFETY OF WORKERSPROVISIONS OF FACTORIES ACT Fencing of Machinery Work on or near machinery in motion Employment of young near danger machines Device for cutting off power Hoists and lifts Proper construction and maintenance of
floors and stairs No excessive weights Suitable precautions against excessive light Safety of building and Machinery Appointment of Safety officers 132
![Page 133: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/133.jpg)
INDUSTRIAL HEALTH Health- a state of complete physical, mental, and
social well-being and not merely the absence of disease or infirmity.
Industrial Health- a system of public health and preventive medicine which is applicable to industrial concerns.
According to ILO/WHO: Industrial Health means:1. The prevention and maintenance of physical, mental
and social well-being of workers in all occupations.2. Prevention among workers of ill health caused by the
working conditions3. Protection of workers in their employment from risks
resulting from factors adverse to health4. Placing and maintenance of workers in an occupational
environment adapted to his physical and psychological equipment.
133
![Page 134: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/134.jpg)
OCCUPATIONAL HAZARDS According to Ronald Blake, the normal
occupational health hazards may be classified into chemical, biological, environmental and psychological hazards.
Chemical substances cause injury when they are absorbed by the skin or when they are ingested and inhaled.
Gases, fumes and dust inhaled by workers causes serious injury or death.
134
![Page 135: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/135.jpg)
Among the biological hazards are included diseases which are caused by bacteria, fungi, viruses, insects, dietary deficiencies, imbalances, allergies, brain fever, emotional stress and psychological concomitants of fear, rage, worry and anxiety.
Environmental hazards may be included radiation, noise, vibration, shocks and improper atmospheric conditions.
Other Hazards caused due to- Noise, Vibration, Shocks, Atmospheric Conditions etc.
135
![Page 136: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/136.jpg)
HEALTH OF WORKERSPROVISIONS OF FACTORIES ACT, 19481. Cleanliness2. Disposal of wastes and effluents3. Ventilation and temperature4. Dust and Fume5. Artificial Humidification6. Overcrowding7. Lighting8. Drinking water9. Latrines and Urinals10. Spittoons
136
![Page 137: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/137.jpg)
137
![Page 138: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/138.jpg)
138
![Page 139: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/139.jpg)
ANSWER (B)
139
![Page 140: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/140.jpg)
LABOUR WELFAREOxford Dictionary- “efforts to make life
worth living for women.”Objectives-
To give expression to philanthropic and paternalistic feelings.
Win employees loyalty and increase morale. To combat trade unionism and socialist ideas. Reduce turnover and absenteeism Increase efficiency and productivity Earn goodwill and enhance public image Reduce govt. intervention Make recruitment more effective.
140
![Page 141: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/141.jpg)
PRINCIPLES OF LABOUR WELFARE SERVICES The Service should satisfy the real need of
workers The Services should be such as can be handled
best by group approach The employer should not assume a benevolent
posture The cost of services should be calculable Periodic evaluation of services, timely
improvement and feedback
141
![Page 142: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/142.jpg)
SAFETY SERVICES Components of Safety Service:
Appointment of Safety officer Support by line mgt. Elimination of Hazards
Job safety analysis, Placement Personal protective equipment Safeguarding machinery Materials handling, Hand tools Maintenance, Layout and Design Housekeeping
Safety training, education and publicity Safety inspections Periodic Safety audits
142
![Page 143: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/143.jpg)
SOCIAL SECURITY According to the Social Security Conventions
adopted by ILO in 1952 following are the Nine Components of Social Security
1. Medical Care2. Sickness Benefit3. Unemployment Benefit4. Old-age Benefit5. Employment injury Benefit6. Family Benefit7. Maternity Benefit8. Invalidity Benefit9. Survivor’s Benefit
143
![Page 144: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/144.jpg)
SOCIAL SECURITY IN INDIA The Workmen’s Compensation Act, 1923 The Employees State Insurance Act, 1948 The Employees Provident Fund and
Miscellaneous Provisions Act, 1952 The Maternity Benefit Act, 1961 The Payment og Gratuity Act, 1972 The Industrial Dispute Act, 1947
144
![Page 145: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/145.jpg)
WORKERS’ PARTICIPATION IN MANAGEMENT WPM is a mental and emotional involvement
of a person in a group situation which encourages him to contribute to goals and share responsibilities in them.
It is Institutional and formal arrangements resulting into creation of various participative forums to associate worker representative with mgt.
145
![Page 146: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/146.jpg)
OBJECTIVES OF WPM Increased productivity and efficiency Better understanding to employees about
their role Satisfy workers social and esteem needs Maintain industrial peace and harmony Tapping latent resources Develop self management in industry Build most dynamic HRs Build nation through Entrepreneurship and
Economic Development146
![Page 147: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/147.jpg)
FACTORS INFLUENCING WPM The subject matter of participation The level of participation The personal characteristics of the
individuals who are asked to participate in the Decision-making
The extent of participation
147
![Page 148: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/148.jpg)
FORMS OF WPM Works Committee Joint Management Council Joint Councils Shop Councils
148
![Page 149: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/149.jpg)
OBSTACLES IN WPM Conflict between employees and
Management Belief that workers are inferior to mgt. Fact that system is management dominated Managers are averse to share responsibility
149
![Page 150: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/150.jpg)
150
![Page 151: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/151.jpg)
151
![Page 152: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/152.jpg)
ANSWER (B) MOTIVATION BY PARTICIPATION
152
![Page 153: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/153.jpg)
153
![Page 154: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/154.jpg)
154
![Page 155: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/155.jpg)
ANSWER (D) III, IV, II, I
155
![Page 156: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/156.jpg)
156
![Page 157: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/157.jpg)
ANSWER (A) II, IV, I , III
157
![Page 158: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/158.jpg)
158
![Page 159: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/159.jpg)
ANSWER (C) TERMINATION/RESIGNATION
159
![Page 160: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/160.jpg)
160
![Page 161: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/161.jpg)
ANSWER (D) ATTITUDE
161
![Page 162: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/162.jpg)
162
![Page 163: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/163.jpg)
ANSWER (A) OUTPUT IS GREATER THAN INPUT
163
![Page 164: Humanresourcemanagement 121110122521-phpapp01](https://reader035.vdocuments.us/reader035/viewer/2022070603/5872b0181a28ab523c8b54d3/html5/thumbnails/164.jpg)
164