STUDY OF DIFFERENT DIMENSIONS OF H.R.M.

PRACTICES IN AN ORGANIZATION

SUBMITTED TO :
U.P TECHNICAL UNIVERSITY , LUCKNOW In partial fullfilment of postgraduate degree MASTER OF BUSINESS ADMINISTRATION(MBA)

RESEARCHER : NAME: NEETU SINGH ROLL NO : 0303370026

SUPERVISOR: MRS. VIBHUTI

2005
RAJ KUMAR GOEL INSTITUTE OF TECHNOLOGY

GHAZIABAD

TABLE OF CONTENTS
1. 2. 3. 4. 4. 5. Acknowledgement Executive Summary Objective Research methodology Introduction of HRM Functions of HRM a) HR Planning b) Job Analysis c) Recruitment &Selection process d) Employee training & development e) Performance Appraisal f) Job evaluation g) Grievance handling h) Industrial disputes i) Trade union 6. 7. Conclusion Bibliography

ACKNOWLEDGEMENT
The project of this nature is arduous task stretching over a period of time, completing a project like this one takes the effort and cooperation of many people. Although this project report is being brought in my name, it bears an imprint of guidance and cooperation of many individuals. Several persons with whom I integrated have contributed significantly to the successful completion of the project study. In the successful & trouble free completion of my final term project titled HRM- study of different dimensions of HR practices in an organization, I am graceful to RKGIT , Ghaziabad for helping me towards the completion of the project.

In the end I would like to acknowledge Mrs VIBHUTI for her immense cooperation in making this project and also I would like to thank Mr. R.K AGARWAL (HOD Of MBA ) whom guidance helps us to complete this project and successfully complete my research.

EXECUTIVE SUMMARY
HRM begins with recruitment, moves through processes such as training, salary reviews, personnel development planning, performance reviews and promotions and finally ends with employee termination. HR management is the process of bringing people in to the organization making very sure that new entrants have the potential and willingness to contribute to organizational success. In todays scenario without effective HR management the organization will meet the considerable resistance when introducing change. Without organizational change and development survival become very uncertain so in order to make the industry survive it is very important to adopt the different HRM practices in all the organizations so as to understand the employees or workers needs and satisfy them. There should be effective people utilization in every industry. Now as the industry are becoming more modernized more of newer techniques like human resource information system are being adopted. Few functions of HR in an organization should be like HR planning, job analysis, recruitment and selection process, employee training and development, performance appraisal, job evaluation, handling of grievance, which are rising between workers, handling of industrial disputes managing trade union. All these practices in an organization will make the organization to grow at a faster spade.

OBJECTIVE
The objective of the research are varied like:

To understand and explore the importance of the Human Resource of the organization. To understand what all HRM practices are being adopted so as to make the organization work well Role of different functions in an organization Importance of HRM in an organization

RESEARCH METHODOLOGY
In general terms research methodology is the process of carrying out research in a formalized and scientific way. It is the manner in which one proceeds with his research project. The way findings, observations are made and data is collected, the research design adopted The research I have done is exploratory in nature. The major emphasis in studies is on the discovery of new ideas and insights. I have based my project on the secondary data available in libraries, magazines, journals, and the major one is through internet and also the use of primary data is being gathered from HR consultant and psychology expert

INTRODUCTION
THE BIRTH OF HR MANAGEMENT
Before HR management the closest comparable function was the personnel department. Personnel managers and their departments were mostly responsible for recruitment, remuneration, leave administration and disciplinary matters. People development was seen to be the domain of the training manager not the personnel manager. Whilst HR management may have its roots in personnel management its orientation is consistent with other recent management methods, for example, often HR management sits at the heart of initiatives such as culture change, total quality management and business process re-engineering. All these initiatives have their own separate objectives but each have some processes and objectives in common with HR management. Today the true worth of HR management (and HR management development) is becoming more widely understood as HR management steadily interweaves all aspects of people management and development. The philosophy of HR management is based on the simple belief that human resources are the most important asset in achieving and sustained business success. This realization became the driving force behind the creation of HR management resulting in organizations taking a strategic approach to the management of their people. In this way HR management linked the human resource asset to the achievement of business objectives. Since this conceptual realization HR management and HR management development has become increasingly influential in the way it fashions and then implements corporate strategy.

To deliver high organizational performance HR management practices have to be connected to corporate strategy. The existence of a personnel director (or similar) is a good indicator that HR management decisions are now being taken into account in major corporate strategic decisions. However, it is often difficult to establish effective HR management processes, systems, knowledge and skills at local levels if the organization is large and diversified. Yet in highly competitive environments, and escalating change, the effective management and motivation of employees will be vital for future survival and success. HR management therefore is becoming an unstoppable driving force, or would be if managers in turbulent environments prioritized HR management and HR management development issues.

WHERE DOES HR MANAGEMENT RESPONSIBILITY LIE?

The concept of HR management may seem simple but its realization is not straightforward. There is a considerable debate about its role and who has prime functional responsibility. Some would argue that HR management should remain the domain of central professional people. Others would argue that HR management and HR management development is best vested in line management for it is they that have responsibility to utilize people to deliver the business targets.

HOW THEN DOES HR MANAGEMENT OF TODAY DIFFER WITH PREVIOUS PERSONNEL PRACTICES?
The biggest difference is the shift in responsibilities with more and more line managers being given the HR management responsibility for taking care of their employees needs.

However not all line managers welcome responsibility for HR management. Some see HR management as unnecessary and time consuming and therefore should remain the responsibility of "personnel". In reality, the exact opposite must apply. Getting line managers to understand why HR management practices are important and how they can be used positively usually leads to a far more happier and productive workforce. Unfortunately, many line managers are not properly trained in the area of HR management and HR management development. Add to this the modern problems of stress-related injury, other health & safety issues, performance management, and employment legislation and industrial relations requirements, and all of a sudden you have a lot for the line manager to take into consideration and manage. Re-assessing the role and responsibilities of the modern line manager and providing them with comprehensive HR management training is not just imperative but an invaluable investment.

HR MANAGEMENT PROCESSES
HR management embrace many processes. Basically, HR management begins with recruitment, moves through processes such as training, salary reviews, personal development planning, performance reviews and promotions, and finally ends with the employees termination. The whole gamut of activities with the management of people at work, potentially falls within the scope of HR management. However, a few aspects appear to be critical:HR management is the process of bringing people into the organization - making very sure that new entrants have the potential and willingness to contribute to organizational success.

HR management is the management of performance - making very sure that what employees do is geared to the achievement of relevant goals, and that resources are available to make this happen. The reward of performance - on the basis of "what gets rewarded - gets down", means that HR management must make very sure that rewards are managed rather than administered. HR management and the development of talent - creating the environment in which learning is seen as a way of organizational life HR management is the management of organizational change and organizational culture HR management is key in the development and communication of vision and organizational values. But wait, theres much more to HR management than this. What if the person applies for another position with us in the future? Who will tell the then manager what this person was like? Do we want to re-hire them at all? What in-house skills did they learn the last time that they worked for us? All this is part of HR management via information systems.

FORMALISING PRACTICES

AND

DOCUMENTING

HR

MANAGEMENT

HR management cannot be dismissed lightly if maximizing productivity isn't sufficient motivation then adherence to legal requirements should be, particularly given significant financial penalties and loss of credibility in the market place. Consequently organizations are formally documenting HR management practices that suggests greater attention is being paid to HR management issues to ensure that and employee (industrial) relations issues are no longer being treated in an ad hoc way.

Put simply if HR management tasks are not correctly implemented, documented and managed you can have major industrial relations problems. Without effective HR management employee moral and productivity will deteriorate. Without effective HR management the organization will be met with considerable resistance when introducing change. Without organizational change and development survival becomes at best uncertain. However with more and more directors of HR management organizations are now establishing and documenting HR management procedures, systems and work practices. Other organizations have given greater prominence to other functions based upon their view that HR management documentation is an additional expense that wont give them a good return on investment. Consequently their HR management practices operate in a fragmented way.

EFFECTIVE PEOPLE UTILISATION VIA HR MANAGEMENT

It has always been recognized that an organization gains competitive advantage by using its people effectively, drawing on their expertise and their ingenuity to meet clearly defined objectives. However it was only when all aspects of people management were assembled into HR management that the full potential of people could begin to be realized. With HR management being the custodian for people management utilization performance becomes prominent and institutionalized. To achieve this HR management covers the recruitment of capable, flexible and committed people, managing and rewarding their performance and with HR management development the critical responsibility of developing their competencies.

HR MANAGEMENT AND PERFORMANCE Central to HR management is therefore performance management, which is predominantly about getting the most out of the organizations human assets. To achieve this the most important aspect of effective HR management is having easy access to information about the knowledge, skills, and the expertise required to effectively fulfill their roles. To ensure that performance is enhanced through development HR management needs personal assessment system, processes and HR management information systems for role and role holder gap analysis linked to personal development planning and career mapping. Many companies dont realize they have the basis of HR management and HR management development already in place as they recognize the need to ensure that their employees are recruited and trained in the skills they need. They also recognize that as the organization changes due to, for example, market forces and technology, people need preparing for different roles within an organization. They also recognize the need to look ahead at future manpower requirements and plan succession, recruitment and development. Yet all this and more represents HR management and HR management development functions. HR MANAGEMENT INFORMATION SYSTEMS HR management information systems can be expensive, however if HR management practices are not implemented and maintained properly then it can have a negative effect on staff. However must organizations have learnt from other change initiatives and have invested wisely in HR management training and supporting assessment and information management systems to underpin HR management processes.

Most organizations will have several employee-driven HR management and HR management development databases scattered throughout the organization. These could include everything from accident recording to payroll systems. It should not therefore be contentious or represent a culture shock for HR management systems designed to help promote employees welfare. Unlike other employee related information systems, for example the monthly payroll where the data is constantly being replenished, HR management information systems is an historical record of change and development. Consequently HR management information needs to be kept for the duration of the employees employment and beyond. The ideal is to have all employee-related HR management information data in one system database. With business coping with constant change the ideal HR management system could integrate other personal and company information to satisfy a growing multitude of people related applications. Living in an age of information technology the insatiable demand for data means that HR management is growing in complexity.

FUNCTIONS OF HUMAN RESOURCE IN AN ORGANISATION

HR PLANNING
Human resource or manpower planning can be defined as process by which a

management determines how an organization should move from its current man power

position to its desired manpower position .Through planning ,a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long range benefit HR planning has three components Forecasting -: estimating the future needs and stock taking of available resources in the organization Recruitment plan -: to meet the gap between the internal resource and estimated need by external recruitment Training and development -: to utilize fully the human resources of the organization and to develop the potential resources

JOB ANALYSIS
Job analysis is the 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 responsibility of the specific job. Job analysis produces four kinds of documentation and procedures that are crucial to personnel activities:

i)

Job descriptions:-Its written record of duties, responsibilities and

requirements of the particular job. Its concerned with the job itself and not with the work .It is statement describing the job in such terms as its title, location, duties, working conditions and hazards.

ii)

Job specification :- Job specification translates the job description into

terms of the human qualifications which are required for successful performance of the job .The specifications are related to physical characteristics, psychological characteristics, personal characteristics or traits of temperature, responsibilities ,other features of demographic nature

iii)

Job evaluation:- This involves as to how much and how well the job has
been performed .Job evaluation should be done from top throughout the entire organization.

iv)

Personnel assessment:-

RECRUITMENT AND SELECTION PROCESS

As Yoder pointed that Recruitment is the process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working source In other words we can say that recruitment is to locate sources of manpower to meet job requirement and job specification

Factors affecting Recruitment i) ii) The size of the organization The employment conditions in the community where the organization is located iii) The effects of past recruiting efforts that show the organizations ability to locate and keep good performing people iv) Working conditions and salary and benefits packages offered by the organization-which may influence turnover and necessities future recruiting v) vi) The rate of growth of the organization The level of seasonality of operations and future expansion and production programmes vii) Cultural, economic and legal factors

THEORIES REGARDING RECRUITMENT

Recruitment is a two way street: it takes a recruiter and recruitee The objective factor theory views the process of organizational choice as being one of weighing and evaluating a set of measurable characteristics of employment offers, such as pay, benefits, location, opportunities for advancement, The nature of the work to be performed and educational opportunities.

The critical contact theory suggests that the typical candidate is unable to make a meaningful differentiation of organizations offers in terms of objective and subjective factors, because of his limited or very short contact with the organization. Choice can only be made only when the applicant can readily perceive the factors such as behavior of the recruiter, the nature of physical facilities, and the efficiency processing paper work associated with the application The subjective factor theory emphasizes the congruence between personality patterns and the image of the organization, i.e. choices made on a highly personal and emotional basis

SOURCES OF RECRUITMENT
INTERNAL SOURCES Internal sources include personnel already on the payroll of an organization, i.e. its present working force. Whenever any vacancy occurs, somebody front within the organization is upgraded, transferred ,promoted or sometimes demoted

EXTERNAL SOURCES These sources lie outside the organization. They usually include: i) ii) iii) iv) New entrants to the labor force The unemployed Retired experience persons Other labor force like married women and persons from minority

METHODS OR TECHNIQUES OF RECRUITMENT

DIRECT METHODS These include sending traveling recruiters to educational and professional institutions, employees contacts with public, and manned exhibits. One of the widely used direct methods is that of sending of recruiters to college and technical schools. Most college recruiting is done with the cooperation with the placement office of the college. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs and using mobile offices to go to the desired centers INDIRECT METHODS Indirect methods involve mostly advertising in newspapers, on the radio, in trade and professional journals, technical magazines and brochures Advertisement is generally given for top level executives. In order to get the best out the advertisement following three points should be kept in mind. Firstly, to visualize the type of the applicant one is trying to recruit. Secondly, to write out a list of advantages a company offers; in other words, why the reader should work for the company. Thirdly, to decide where to run the advertisement (area, which newspaper) Many organization often places blind advertisement one in which there is no identification of the organization. THIRD PARTY METHODS: These include the use of commercial or private employment agencies, state agencies, placement offices of schools, colleges and professional associations, recruiting firms,

management consulting firms For examples private employment agencies, state public employment agencies, school, colleges and professional institutions, professional organizations or recruiting firms or executive recruiters, indoctrination seminars for colleges professors employee referrals, trade unions, voluntary organizations, computer Databanks.

EMPLOYEE TRAINING AND DEVELOPMENT

Employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and Knowledgeable work place. Training is a process of learning a sequence of programmed behavior. It gives people an awareness of the rules and procedures to guide their behavior.

Development is related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality.

LEARNING & LEARNING THEORIES

This training is rooted in the learning process; and learning is that human process by which skills, knowledge, habits and attitudes are acquired and utilized in such a way that behavior is modified .In other words training is the process that cause learning, a process that takes place with in the trainee. There exist two schools of thoughts on the basis of learning Connectionist theories: - They believes primarily in the stimulus response approach Cognitist theories: - They believe that all learning leads towards a goal- i.e. all human behavior has a purpose

STEPS IN TRAINING PROGRAMME 1. Discovering or identifying the training needs 2. Getting ready for the job 3. Preparation of the learner 4. Presentation of operations and knowledge 5. Performance tryout 6. Follow-up and evaluation of the programmes TRAINING FOR DIFFERENT EMPLOYEES Training for different employees can be divided into following different levels Unskilled workers: - They require training in improved methods of handling machines and materials to reduce the cost production. Such employees are given training on the job itself and training is imparted by their immediate superior. The training period generally last from 3 to 6 weeks. Semi skilled workers:- They are require to cope with the requirements of an industry arising out of the adoption of mechanization, rationalization and technical processes. These employees are given training either in own section of department, or in segregated training shops where machines and other facilities are provided. The training last for only few hours or a week. Skilled workers: - They are given training through system of apprenticeship, which varies in duration from a year to three or five year. It is also known as Tradesmen or craftsmen training. Apprentice programme takes into

consideration the facts of individual differences, abilities and capacities. Such programmes are usually conducted in training centers and industry itself Salesmen: They are given training so that they can understand the nature of the job and quality of product, and routine involved in putting through the deal, they are trained in the art of salesmanship, and handling customers and meeting their challenges The Supervisory Staff: since they form a link between the management and the workers therefore they require the best training .The training programme for supervisory level is specially tailored to fit into their needs and requirements. Their training enables supervisors to cope with the increasing demands of the enterprise in which they are employed and to develop team spirit.

TRAINING METHODS/TECHNIQUES
Methods are multifaceted in scope and dimension, each is suitable for a particular situation. An effective Training technique generally fulfils companys objectives, provide motivation to the trainee to improve job performance, develop willingness to change, provide for the trainees active participation in learning process. VARIOUS METHODS OF TRAINING On-The-Job Training (OJT) Employees are coached and instructed by skilled co-workers by supervisor, by the special training instructor. They learn job by personal observation and practice as well as occasionally handling it. It is learning by doing and

it is most useful for jobs that are either difficult to stimulate or can be learned quickly by watching such as coaching. Various type of OJT is coaching, under study, job rotation and special assignment. Coaching or under study is also known as internship and apprenticeship. In this type of training employee is trained on the job by his immediate superior In Job rotation, a management trainee is made to move from job to job at certain intervals .The job varies in content Special assignments and committees are other methods used to provide lower level executives with first hand experience in working on actual problem. Job Instruction Training (JIT) The JIT method requires skilled trainers, extensive job analysis, schedule training, and prior assessment of trainees job knowledge. This method is also known as training through step-by-step learning It involves listing all necessary steps in the job, each in proper sequence. These steps show What is to be done. Along side each step is also listed a corresponding Key Point which show how it is to be done and why.The training is a four-step process

1. The preparation of trainee for instruction 2. Presentation of the instruction in clear manner 3. Trainee tries out the job to show that he has understood the instructions and if there are any errors they are corrected 4. Questions are encouraged by allowing the trainee to work along and the trainer follows up Vestibule Training (Training- Center Training) It is classroom training, which is often imparted with the help of equipment and machines, which are identical with those in use in the place of work. This technique enables the trainee to concentrate on learning the new skill rather than on performing an actual job. In this training theoretical training is given in the classroom, while the practical work is conducted on production line Simulation Simulation is the technique, which duplicates, as nearly as possible, the actual conditions encountered on a job. Trainee interest and employee motivation are both high in simulation exercises because the actions of trainee closely duplicate real job practice conditions. This training is essential in cases in which actual on the job practice might result in serious inquiry, a costly error, or the destruction of valuable materials or resources. Classroom Or Off-The-Job Methods Off-the-job training simply means that training is not a part of very day activity. The actual location may be in the company classrooms or in places or in the places which are

owned by the company in universities or associations which have no connection with the companyThese methods consist of 1. Lectures 2. Conferences 3. Group discussions 4. Case studies 5. Role playing 6. Programme instructions 7. T-Group Training

TRAINING EVALUATION
Objectives of training evaluation are to determine the ability of the participants in the training programmed to perform jobs for which they are trained. To get a valid measure of training effectiveness, the personnel manger should accurately assess trainees job performance two to four months after completion of trainingThe four basic categories of outcomes can be measured

i)

Reaction: Evaluate the trainees reaction to the programme. Did he like the programme

ii)

Learning: Did the trainee learn the principles, skills and fact that supervisor to the trainer wanted them to learn?

iii)

Behavior: Whether the trainees behavior on the job changed because of the training programme,

iv)

Results: What final result has been achieved? Did he learn how to work on machine? Did scrap page cost decrease? Was turnover reduced? Are production quotas now being met?The various method used to evaluate are

i) ii) iii) iv)

Questionnaires and structured interviews Use experimental and control group Longitudinal or time series analysis Pre and post tests be administered

PERFORMANCE APPRAISAL
A performance appraisal is a process of evaluating an employees performance of a job in terms of its requirements. Heyel observes: It is the process of evaluating the performance and qualification of the employees in terms of the requirements of the job for which he is employed, for the purpose of administration including placement, selection for

promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally APPROCHES TO PERFORMANCE APPRAISAL i) A casual, unsystematic, and often haphazard appraisal: this method is based on factors like seniority or quantitative measures of quantity of output for the rankand-file personnel. ii) The traditional and highly systematic measurement of iii) Employee characteristics Employee contributions

The behavioral approach, emphasizing mutual goal-setting :This approach is based on the behavioral value of fundamental trust in the goodness, capability and responsibility of human beings.

THE EVALUATION PROCESS STEP I: The evaluation process begins with the establishment of performance standard. These standards should be clear and not vague and objective enough to be understood and measured. These standards should be discussed with supervisor to find out which different factor are to be incorporated, weights and points to be given to each factors STEP II: The next step is to communicate these standards to the employees for employees left themselves would find it difficult to guess what is expected of them. In order to insure that communication is effective it is necessary that the feedback be taken from subordinate to the manager STEP III: The third step is the measurement of performance. Four sources of information are frequently used to measure actual performance: personal observation, statistical reports, oral reports and written reports. STEP IV: This step involves the comparison of actual performance with standards. The employee is apprised and judged of his potential for growth and advancement. Deviation Between standard performance and actual performance are measured STEP V: In this stage results of appraisal are discussed periodically with employee where good points, weak point and difficulties are indicated and discussed so that performance is improved STEP VI: The final step is the initiation of corrective action when necessary; immediate corrective action can be of two types .One of immediate type which is often described as putting out of fires The other method is basic and delves into causes gets to the source of deviation and seeks to adjust the difference permanently

METHODS, TECHNIQUES OR TOOLS FOR APPRAISING PERFORMANCE

Rock and Lewis have classified the method into two broad categories those are the narrow interpretation it is also know post mortem of the subordinates performance by the superior during predetermined period of time often, preceding year .The other is broad interpretation, which is also known as accountability management, management by objectives or management by end results. It involves a broad purview, and aims at improving the entire managing process and the individual managers on a year round basis Strauss and Sayles classified performance appraisal methods in Traditional methods and newer methods. In case of traditional methods emphasis are laid on the rating of the individual personality traits such as initiative, dependability, drive, responsibility etc. Incase of newer method emphasis are laid on the evaluation of work results job achievements-than on personality traits. Various types of traditional methods are: o Straight ranking method o Paired comparison technique o Man-to-man comparison method o Grading method

Various types of modern methods are: o Appraisal by results or management by objectives o Assessment center method o Human asset accounting method o Behaviorally anchored rating scales

JOB EVALUATION TECHNIQUES

Job evaluation technique is a process of analyzing and describing positions, grouping them and determining their relative value by comparing the duties of different positions in terms of their different responsibilities and requirement. The primary purpose of job evaluation is to set wages and salary on the basis of the relative work or jobs in the organizations. Basic Procedure of job evaluation as laid by IIPM, CALCUTTA 1. Analyze and prepare Job description: This requires the preparation of a job description and also an analysis of job requirements for successful performance. 2. Select and prepare a job evaluation plan: This means that the job must be broken down into components part i.e. it should involve the selection of factors, elements needed for the performance of all jobs for which money is paid, determining their value and preparing written instructions for evaluation. 3. Classify Jobs: This requires grouping or arranging jobs in a correct sequence in terms of value to the firm, and relating them to the money terms in order to ascertain their relative value 4. Install the Programme: This involves explaining it to employees and putting it into operation

5. Maintain the Programme: Jobs cannot continue without updating new jobs changes in obedience to changing conditions and situations. BASIC JOB EVALUATION METHOD AND SYSTEM There are four basic traditional system of job evaluation 1. The ranking system: Under this system ,all jobs are arranged or ranked in the order of their importance from simplest to the hardest, or in the reverse, each successive job being higher or lower than the previous one in the sequence. Steps involved are i) ii) iii) iv) v) Preparation of job description: Selection of raters Selection of rates and key jobs Ranking of all jobs Preparation of job classification from the rating

2.Job classification and Grading method: Under this system, a number of predetermined grades or classification are first established by the committee and then various jobs are assigned within each grade or class. The steps involved are: i) ii) The preparation of job description Preparation of grade description

iii) iv) v)

Selection of grade and key jobs Grading the key jobs Classification of all jobs

3.The pointing Methods:This method requires identifying a number of compensable factors (i.e. various characteristics of jobs) and then determining degree to which each of these factors is present in the job. A different number of points is usually assigned for each degree of each factor. Mechanism for this Method is: i) Preparation of job description, which is usually clustered .The job which require similar activities, same worker characteristics ii) iii) Pre determined number of factors are arbitrarily selected by raters In this step, we break down the each factor into degree or level and to assign a point to each level; or degree iv) v) Determination of relative values or weights to assign to each factors Assign money value to the points

4.The factor comparison Method: Under this system, job is evaluated by means of standard yardsticks of value. It entails deciding which jobs have more of certain compensable factors than others. Here analysts or evaluation committee selects some keys or benchmarks jobs for which they are clearly understood job description and counterparts in other organizations and for which the pay rates are such as are agreed upon and are acceptable to both management and labor.

Mechanism for this method: i) Clear-cut job description are written and job specification then developed terms of compensable factors e.g. mental requirement, physical requirement skill requirement, responsibility and working conditions ii) iii) iv) v) vi) Selecting of key jobs Ranking of Key Jobs Valuing of factors Comparing all jobs with key jobs Establishing the monetary unit value for all jobs

GRIEVANCES AND GRIEVANCE

Before going into the definition of grievance we would like to distinguish between dissatisfaction, compliant and grievance. Dissatisfaction is any state or feeling of discontent, whether it is innate and unexpressed or explicitly expressed. A dissatisfaction, which is only orally made known by one employee to another, is known as complaint. Compliant becomes grievance when this dissatisfaction, which is mostly related to work, is brought to notice of the management According the International Labor Organization defines a grievance as a compliant of one or more workers in respect of wages, allowance, conditions of work and interpretation of service stipulation, covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service According to National Commission on Labor, Complaints affecting one or more individual workers in respect of wages payments, overtime, leave, transfer, promotion, seniority, work assignment and discharges constitute grievances CAUSES OR SOURCES OF GRIEVANCE An employee is dissatisfied and harbors a grievance when he feels that there has been an infringement of his rights, that his interests have been jeopardized. This sense of grievance generally arises out of misinterpretation and misapplication of company policies and practices. The few typical examples are

i) Concerning Wages ii) Demand for individual adjustment; The workers feel that he is underpaid; Complaints above incentives; piece rates are too low or too complicated; Mistakes in calculating the wages of a worker; Concerning Supervision

Complaints against discipline; the foremen picks on him; inadequate instruction given for job performance; Objection to having a particular foremen; the foreman is playing favorites; the foreman ignores complaints; Objection to the manner in which general methods of supervision are used; there are too many rules; regulation are not clearly posted; supervisors indulge in great deal of snooping Performing the job well and supervise them according to their needs iii) Concerning Individual advancement

Complaints that the employees record of continuous service has been unfairly broken; Complaints that the claims of senior persons have been ignored; that seriously has been wrongly determined; that younger workers have been promoted ahead of older and more experienced employees Charges are made that disciplinary discharge or lay-off has been unfair; that the penalty is too severe for the offence that is supposed to have been committed , that the

penalty is too severe for the offence that supposed to have been committed, that the company wanted to get rid of the employee; hence the charges against him iv) General Working Conditions

Complaints about toilet facilities being inadequate; about inadequate and /or dirty lunchrooms; Complaints about working conditions; dampness, noise, fumes and other unpleasant or unsafe conditions, which can be easily corrected; overtime is unnecessary; an employee loses too much time because materials are not supplied to him in time v) Collective Bargaining

The company is attempting to undermine trade union and the workers who belong to that union; the contract with labor has been violated; the company does not deal effectively or expeditiously with union grievances; The company does not allow the supervisor to deal with, and settle, the grievances of the employees; GRIEVANCE PROCEDURE STEPS IN UNINOISED ORGANIZATION STEP I: The aggrieved employee verbally explains his grievance to his immediate supervisor or in a conference or a discussion specially arranged for the purpose. The grievance can be settled can be settled if the supervisor has been properly trained for the purpose, and if he adheres strictly to a basic problem- solving method. STEP II: The second step begins when the grievance is not settled by the supervisor.

.In this case , it is sent to higher level manager with a note in which are mentioned the time, place and nature of the action to which an employee objects STEP III: This mean that the grievance is to be submitted to grievance committee since the decisions of the supervisor and of the higher level manger have not solved the problem. This committee is composed of some fellow-employees, The shop steward or a combination of union and management representatives. STEP IV: If the decision or suggestion of the grievance committee is not accepted by the grievant, he may approach the management or the corporate executive. STEP V: The final step is taken when grievance is referred to an arbitrator who is acceptable to the employee as well as management. They may agree beforehand that arbitrators award will be final and binding both the parties.

INDUSTRAIL DISPUTES
The Industrial disputes Act, 1947, defines an industrial dispute as any dispute or difference between employers and employers , or between employees and employees, or between employers and employees, which is connected with the employment or with the conditions of work of any person Types Of Disputes According to the code of industrial relations introduced in United Kingdom in 1972 are of two kind i) Disputes of Right, which relate to the application or interpretation of an existing agreement or contract of employment ii) Disputes of interest, which relate to claim be employees or proposals by a management about the terms and conditions of employment. CAUSES OF INDUSTRIAL DISPUTES Non-Industrial Factors: Industrial relations may be harmonious or strained and acrimonious. In latter case, there are many causes which are rooted in historical, political and socio- economic factors, and in the attitude of workers and their employers. Some of the causes are o Unemployment o Increasing population o The galloping price of essential commodities

o Attitude and temperament of industrial workers o Trade union have failed to safe guard the interest of workers II) Management s Attitude to Labour: some of the causes are o Absence of any grievance redressal procedure o Services and benefit provided by management o Management policies regarding recruitment, promotion transfers, merit awards III) Government Machinery: The machinery provided b y the government for the resolution of industrial conflicts is often inadequate. Some causes are o Trade union are generally affiliated by some political party o Labor laws are not properly implemented PROCEDURE FOR SETTLEMENT OF INDUSTRIAL DISPUTES The procedure for the settlement of a dispute should be in writing and should a. State the level at which an issue should first be raised; b. Lay down the items and the limits for each stage of the procedure, with provision for an extension at a particular stage; c. Preclude a strike, lockout or any other form of industrial action till all the stages of the procedure have been completed, and the reasons for the failure to come to an agreement have been formally recorded

The procedure should go through the following stages: a. Employee representatives should raise the issue or dispute with the management at the level, which is competent to deal with it. b. Failing a settlement, the dispute should be referred to a higher authority in the establishment c. If the dispute is still unsettled and resolved, it should go through such further stages of negotiation and conciliation as are agreed upon by the parties to it.

TRADE UNION
According to Trade unions Act of 1926, a trade union is any combination of person, whether temporary or permanent, primarily for the purpose of regulating the relations between workers and employers, or between workers and workers, and for imposing restrictive conditions on the conduct of any trade or business, and includes the federation of two or more trade unions PRINCIPLES OF TRADE UNIONNISM a) Unity is strength b) Equal pay for equal work or for the same job c) Security of service WHY DO WORKER JOIN TRADE UNION? i) ii) To get economic security To restraint the management from taking any action which is irrational, illogical, discriminatory or prejudicial to the interest of labor iii) To communicate their views, aims, ideas, feeling and frustrations to the management iv) To get along with their fellow workers in a better way and to respect in the eyes of their peers

Fill it. Shut it. Forget it

H.R.M PRACTICES AT HEROHONDA

ORGANIZATIONAL STRUCTURE OF COMPANY

TOP MANAGEMNT (DIRECTOR)

FUNCTIONAL HEAD(geographical)

FUNCTIONAL HEAD(geographic al Deptt heads

FUNCTIONAL HEAD(geographic al Deptt heads

FUNCTIONAL HEAD(geographic al

Deptt heads

Sectional heads

Sectional heads

Sectional heads

Company has Functional cum Matrix structure .Because Structure is divided according to the functional groups The various functional groups at Her Honda are Marketing Sales Human resources Finance

 Materials
Operations R&D Information system

At company as centralized control since the power lies in one hand i.e. the Director of the company. Under Director organization is divided according to the functional group in particular region i.e each geographical region has its own functional groups .Under each functional group they department heads who are generally the project leaders in various departments .Under departmental head there are sectional head under whom operators of the organization works

HR IN THE STRUCTURE OF COMPANY

RECRUITMENT AND SELECTION

Recruitment at Company is carried out by using both internal as well as external sources. Higher level recruitments are carried out internally whereas lower level recruitments are done externally . The method used in Company to carry out recruitment is mixture of direct, indirect. and third party. Incase of third party they have recruited people by using naukari.com, placement consultants and have also data banks for their disposal. The procedure followed at Company for recruitment is as follows i) Requirement of employee is firstly placed by each department with the Hr department .The hr head forwards the requirement to the Directors for the approval for the number of the employees to be recruited as well as in which department will get the preference. ii) Once the approval is attained job description is designed which include basic qualification, skill requirement etc iii) Procedure is followed by HR .It is responsibility of hr to find person internally, externally or place consultants is to be hired for the recruitment

 SELECTION PROCESS AT COMPANY

i) ii) Bio data Interviews with HR as well as Functional Head, and Department head to ensure that the process is effective. iii) PI test are generally carried out for engineering and executive level

The no. of factors taken into consideration before selection are i) Experience ii) Qualification iii) Previous salary

 EMPLOYEE TRAINING AND DEVELOPMENT

Employee Training at Company is prepared by yearly calendars i.e in Yearly Calendars Training is divided into 3 parts Individual Training :-This training is job specific and is given to each individual in the plants when they are recruited as well as whenever a new process is introduced in the plant. It is a very frequent phenomenon. Functional Training:- This training is given to employees of various functional departments like marketing ,sales. This training is less frequently carried out and is more department oriented. Organizational Training: - This training is more in which organization one is working like for eg training of SAP AND ERP given to Information system department Company have their training institute to train their employee and also carry out Onthe -Job training for operators and non-supervisory level Feedbacks forms are generally used to check the effectiveness of the training but as such no effective laboratory measurement are carried out Socialization process in Company for fresher person takes around 6months where as for experienced person the process lasts for about 2-3 months

 PERFORMANCE APPRAISAL
Performance appraisal at Company is carried on the basis of Pointing method. The factors taken into consideration are

Performance Attitude Behavior

At Company each of these factors are given points and person attaining a particular level is given a bonus point and at time of appraisal these points are taken into consideration. This method is generally followed at the plant This method is not applicable with the contractual Labor

GRIEVANCE HANDLING
At Company Help desk is provided to the worker .A team o f HR people everyday go and sit in canteen for solving queries. They believe that workers should not reach them they should reach the workers and so workers are discouraged from entering the Hr department directly. Besides this team of HR department visits each shop on fixed days to check various facilities and to interact with the workers directly. If there are any grievances they are solved then and there, Incase it is not possible then the grievance is forwarded to the top management and solution is provided with in 2 days.

 REWARD AND INCENTIVES

At Company Kaizen is followed. Company has a suggestion committee for each shop which is consulted in case rewards are to be given to the workers These rewards are monetary or in form of kind depending upon the requirement of the individual At higher-level rewards and incentives are more performance oriented.

MOTIVATION
At Company Motivation level of employees is enhanced with the help of cross-functional teams. These teams include cultural teams, discipline, sports, music etc . Special budget is provided to carry out these activities effectively and efficiently.

EMPLOYEE SAFETY AND INDUSTRIAL HEALTH

Company has been certified with ISO 14001 which is International Environmental standard . Company is also certified for OHSAS 18001 which is International Safety Standard. This can include providing free information sessions to employees about how to cope with stress and making their working environment more friendly. It also incorporates other HR management issues, for example, a return to work facility and an officer whose duty is to ensure employees returning to work from stress-related or work-related

injuries are given the correct attention and duties to re-integrate them back into the workforce. Beside this Company carries out frequent audit externally as well as externally in order to ensure that each of the standards are maintained effectively. Each of the plant also have central -coordinator with the plants to ensure the same.

CONCLUSION
Company though seems to be open organization but has a conservative approach towards it HR policies .There are very few worker policies provided to workers. Besides this their policy are quite rigid . There is no proper formation of grievance cell in the plants. Only basic amenities are being provided to the workers family. The recruitment is very flexible and even internal referrals are also considered while selection.. Thus it is concluded HR policies at Company are very restricted and rigid.

BIBLOGRAPHY
Stephen P Robbins Organizational behavior V.P.Micheal - Human Resource Management and Human Relations CS Vevkata Ratnam & BK Srivastava Personnel management and Human Relations PK Gosh & MB Ghorpade Industrial Psychology Organisation theory & behaviour BP Singh and TN Chabbra. Dynamics of industrial relations CB Mamoria www. Google .com www.hrmguide.net www.amazon.com www.managementscience.org